Individual Network Assessment

Name: ______________________

Date: _______________

[1] This assessment is your style of personal networking. There is no right or wrong answer. Simply choose what is applicable to you. Your grade is based on your participation in this.

1=strongly disagree; 2=somewhat disagree; 3= neither disagree nor agree; 4=somewhat agree; 5=strongly agree. Please circle your response for each question.

1

I approach network activities with excitement, curiosity and an open mind.

1 2 3 4 5

2

I consider networking as critical for my professional success.

1 2 3 4 5

3

My recent big achievement is the result of a great deal of collaboration within and across organizational boundaries.

1 2 3 4 5

4

I approach my networking efforts for tangible, task related activities (e.g., technical support and information).

1 2 3 4 5

5

My important work is accomplished through informal network of relationships.

1 2 3 4 5

6

My network is mostly related to my peers within my work unit, key outsiders that related to my current work responsibilities.

1 2 3 4 5

7

I think more about what I can give through networking opportunities.

1 2 3 4 5

8

Networking is a necessary evil which take times and efforts.

1 2 3 4 5

9

I expand my network relationships through others that support me.

1 2 3 4 5

10

My essential work is accomplished through standardized processes and formal structures.

1 2 3 4 5

11

I approach strategic needs as important factor for cultivating network relationships.

1 2 3 4 5

12

My significant work results are based on mostly my hard work and dedication.

1 2 3 4 5

13

Networking is an opportunity for discovery and learning.

1 2 3 4 5

14

I think more about what I can get through networking opportunities.

1 2 3 4 5

15

My networks are largely external, made up of discretionary links to people with whom we have something in common.

1 2 3 4 5

16

With increasing time constraints, networking is somewhat dreaded development challenges for me.

1 2 3 4 5

17

I approach networking to identify and explore shared interests.

1 2 3 4 5

18

I take interpersonal chemistry as a crucial determining factor for cultivating relationships.

1 2 3 4 5

19

I focus my networking efforts for the qualities such as gratitude, recognition and enhanced reputation.

1 2 3 4 5

20

I build important network relationships mostly through my personal initiatives.

1 2 3 4 5

Based on the above assessment, briefly describe your current attitude toward building network

(Either positive, passive or negative. Explain why this is so.)

· This second part is to assess your scope of current network. To do this, be sure to read the article “How Leaders Create and Use networks” (Ibarra & Hunter, 2007). The 1st Row has two columns: Name of the person, who introduced you to that person. Complete the following table with the twelve additional rows.

List the names of people whom you regard very important fin different aspects of your life your network relationships (e.g., operational, personal and strategic…).

Note: The names do not need to be actual. The purpose of this network mapping is to assess your network pattern.

Category

Name of contact
(Your key network)

Who introduced you
to the contact?

Operational

Personal

Strategic

Please make a brief comment (a paragraph or two) on the nature of your network relationships.(Again refer to the article of Ibarra & Hunter (2007)

Supply Chain Strategy
(

Uzzi, Brian; Dunlap, Shannon. (2005). How to Build Your Network. Harvard Business Review. Dec2005, Vol. 83 No. 12, p53-60.

1

Local
Firm
Network
Industry
Country

[1] Six Levels of Industrial Systems: from individuals to national and international industrial systems Adapted from (Yongjiang Shi, Cambridge University, 2012)
VERTICAL
Horizontal
Individual

2

1.1. Building Network Capabilities
Assumption:
Individuals, teams, organizations and nations compete better based on not their own capabilities alone but their network capabilities.
3

4
Uzzi, Brian; Dunlap, Shannon. (2005). How to Build Your Network. Harvard Business Review. Dec2005, Vol. 83 No. 12, p53-60.

[2] Abstract
A strong personal network. Many sensational ideas have faded away into obscurity because they failed to reach the right people. A strong personal network, however, can launch a burgeoning plan into the limelight by delivering private information, access to diverse skill sets, and power. Most executives know that they need to team about the best ideas and that, in turn, their best ideas must be heard by the rest of the world. But strong personal networks don’t just happen around a water cooler or at reunions with old college friends.
High-stakes network activities. As Brian Uzzi and Shannon Dunlap explain, networks have to be carefully constructed through relatively high-stakes activities that bring you into contact with a diverse group of people. Most personal networks are highly clustered–that is, your friends are likely to be friends with one another as well. And, if you made those friends by introducing yourself to them, the chances are high that their experiences and perspectives echo your own.
Network Development. Because ideas generated within this type of network circulate among the same people with shared views, though, a potential winner can wither away and die if no one in the group has what it takes to bring that idea to fruition. But what if someone within that cluster knows someone else who belongs to a whole different group? That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success. Diversity makes the difference. Uzzi and Dunlap show you how to assess what kind of network you currently have, helping you to identify your superconnectars and demonstrating how you act as an information broker for others. They then explain how to diversify your contacts through shared activities and how to manage your new, more potent, network
5

2.1. Main Idea
Power of A Strong Personal Network. Ideas fade away mainly because of lack of access to the right people for information, diverse skill sets, and power.
Strong Personal Networks with Relatively High-stakes Activities. Most personal networks are highly clustered. Your friends are likely to be the source of a diverse experiences and perspectives.
The Role of an Information Broker. To diversify your contacts act as an information broker for others, engage in shared activities and manage your new, more potent, network.
6

2.2. Research Questions
Why potent network is important to fulfill success?
How to create potent network by diagnosing the current connections?
How to actively manage a potent network?
7

2.3. Importance of Effective Network
Exchange in private information.
Access to diverse skill sets.
Access to diver power.
8

9
Revere could spread news widely and quickly because he occupies a key role in a social network by connecting disparate groups of people.
Dawes bounded himself of limited information within a small cluster of people.
2.4. Two different types of network

2.5. Principles Need to be Avoided
Self-similarity principle
Restrict the access to discrepant information to improve creativity and problem solving skill.
Proximity principle
Workers prefer to populate their networks with the people they spend the most time with.
Limit the opportunity to enrich networks with greater diversity.
10

11
List most important contacts & think of the resources you exchange with that person.
Identify who introduced you to each contact and the superconnector.
Identify your broker
If “me” appears more than 65% of time, you are using self-similarity principle which means your network may be too inbred.
Identify the person you introduced to your each key contact.
To be a “broker”.

2.6. Network Extension

12
Panel A: every one share similarity, no connection between different clusters- echo chamber.
Panel B: Brokers link independent clusters together.
Private information exchange;
Access to diverse skill set and power.
2.7. Linkage Roles

13
Stratton examines her social network for clues about how to get back on track by filling out the network work sheet.
Name of Contact Who introduce you to the contact? To whom did you introduce the contact?
Majority from nonprofit organizations Cornia Johnson yyy
Cornia Johnson zzz
xxx www
Cornia Johnson aaa
…… …. …..

Identify several recent disconnected contacts she suppose to keep in tough
Identify her most powerful broker and try to reach out again.
Served as a broker makes her find key shared activities and feel well connected again.
2.8. Network Renewal

2.9. Forge Better Connections- Shared Activities Principle
Bring together a cross-section of disparate individuals around a common point of interest
How to choose activities:
Evoke passion in participants
Require interdependence, thus reliance and possibility of trust
Have something at stake (bonds built through wins and losses)
14

2.10. Lessons and Implications
Create networks with trust, diversity, and brokerage can raise the level of information from what you know to who you know.
Strengthen ties with brokers through shared activities principle will foster the success of building potent network.
Prepare network work sheet to straight out your opportunities and make adjustment of your current network.
15

Supply Chain Strategy
)

Ibarra, Herminia; Hunter, Mark (2007). How Leaders Create and Use Networks. Harvard Business Review. Jan2007, Vol. 85 No. 1, pp. 40-47.

16

17
Ibarra, Herminia; Hunter, Mark (2007). How Leaders Create and Use Networks. Harvard Business Review. Jan2007, Vol. 85 No. 1, pp. 40-47.

[1] Central Idea
The article defines and discusses
operational networking, personal networking, and strategic networking,
individual purposes, key actors, network attributes, and location/temporal orientation.
18

1.1. Research Questions
How do leaders create networks?
How do leaders use networks?
19

1.2. Leaders and networks
Leader
Creates an inspiring vision of the future. Motivates and inspires people to engage with that vision.
Network 
business people connect with other managers and entrepreneurs.

  Operational Personal Strategic
Purpose Getting work done efficiently; maintaining the capacities and functions required of the group. Enhancing personal and professional development; providing referrals to useful information and contacts. Figuring out future priorities and challenges; getting stakeholder support for them.
Location and
temporal orientation Contacts are mostly internal and oriented toward current demands. Contacts are mostly external and oriented toward current interests and future potential interests. Contacts are internal and external and oriented toward the future.
Players and recruitment Key contacts are relatively nondiscretionary; they are prescribed mostly by the task and organizational structure, so it is very clear who is relevant. Key contacts are mostly discretionary; it is not always clear who is relevant. Key contacts follow from the strategic context and the organizational environment, but specific membership is discretionary; it is not always clear who is relevant.
Network attributes and key behaviors Depth: building strong working relationships. Breadth: reaching out to contacts who can make referrals. Leverage: creating inside-outside links.

1.3. Three Levels of Network

22
1.4. Institutional Approach of Network
Senior Management

Develop Network Building Program

Prepare for leadership transitions

1.5.FROM FINANCIAL MANAGER TO BUSINESS LEADER
“LEADERSHIP IS PRACTICED NOT SO MUCH IN WORDS AS IN ATTITUDE AND ACTION”.
Why Managers Fail as Leaders?
Restricted to earlier
performance/success
factors
No further training or
coaching for expand-
ing the horizons
How Can Managers Succeed as Leaders?
Move forward to try
new performance/
success factors
Grow through
additional
engagement
opportunities
Cognitive Dimension
Perspective
Insight
Skill Dimension
Expertise
Experiences

Behavioral Dimension
Leadership
Influence

1.6. Lessons
Know your current work requirements and know the key relationships.
Value your personal network (e.g., family, friends, and social and religious associations)
Try new challenges, although not easy and comfortable at first.

1.7. Implications
Don’t be afraid to talk to people and ask questions and help.
Don’t wait until complete your degree to start building your network. Start TODAY!
Take every opportunity to give to and receive from people in your networks, regardless of whether you need help.