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Connectedness: Teaching executives to see social capital, by Ron Burt and Don Ronchi

Kudos to Bruce Hoppe. Bruce focuses on the way to connect the dots for business and is a great well spring of ideas on the ways or advocacy groups or advocacy networks can benefit from social network analysis.

Can we get our field operatives, foundations and political strategists start thinking about strategic social capital. Bridge vs. Bond is it even on your radar?

Link: Connectedness: Teaching executives to see social capital, by Ron Burt and Don Ronchi.

A couple weeks ago I posted social capital in one easy lesson, featuring my one-slide executive summary of the benefits of bridging and bonding. I invite you now to pause briefly and contemplate "Two Kinds of Networking": There. Did you notice what just happened? Just by thinking about bridging vs. bonding, you increased your power to win resources, achieve impact, and increase profits.

If that seemed all too easy, then I refer you to "Teaching Executives to See Social Capital" by Ron Burt and Don Ronchi. They describe how executives who took their two-week social capital business training course returned to their jobs and outperformed their untrained colleagues by a significant margin. (Note that we are measuring performance by tried and true metrics like salary history and job longevity, not obscure metrics like betweenness centrality.)

As Burt and Ronchi point out, their research shows that businesses can use the network perspective to improve performance even without investing in a single network survey or organizational map.

My favorite part of Burt and Ronchi's paper is their reference to the work of Janicik and Larrick, who studied how well people learn "who knows whom" in an organization. It turns out we expect our friends to know each other, and we


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