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Hi Dee--

I think what you are doing is a very fine idea, and many of my
students (in business strategy & int'l business at SF State)
might benefit from this list when we consider a network approach
to org. strategy.

A couple of suggestions for possibile addition to your list:

1. Networks are frequently (usually?) invisible.

2. Making them visible adds value (knowing what the network
looks like is good).

3. A possibly useful caveat related to some of your suggestions:
In some cases generalizing about a "good" network is
problematic, because substantial "negative utility" can also
flow through networks (e.g., destructive gossip, misinformation,
disinformation, outdated information, viruses). Maybe
"usefuleness of networks is in the eye of the beholder."

Hope this is along the lines of what you are thinking about for

Best Regards,

Bruce Heiman

--- Dee Kramer <[log in to unmask]> wrote:
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> Dear Colleagues,
> I have been attempting to put together a list of principles of
> creating
> and maintaining a network, and I wanted to pass it by you for
> your
> comments, additions or subtractions.
> 1. A network is not an end in itself. It is created and
> maintained in
> order to facilitate the flow of information, services,
> resources or
> products.
> 2. One cannot say that one "has" a network. A network is a
> dynamic
> entity and needs constant nurturing through intensive and
> sustained
> interactions.
> 3. Advantages of Weak and Strong Links. Weak links are most
> effective if
> the information that you need or the knowledge that you wish
> to transfer
> is reasonably simple. Strong links are more effective for more
> complex
> messages, or if you are trying to achieve behavioral change.
> 4. A "boundary spanner" is useful. Having someone who can
> bridge the two
> networks will facilitate network building and exchange.
> 5. Identifying a core person, champion, or core node is
> useful. Making a
> strong link with a core node who has strong links within their
> own
> network will facilitate network building and the exchange
> between
> networks.
> 6. Network analysis can identify gaps which can be filled with
> linkages.
> 7. One can evaluate the effectiveness of a network through
> procedural
> outcomes such as number of contacts, number of shared
> projects, number
> of exchanges, and a transformation of information to make it
> context-specific to the receptor network.
> Many thanks
> Dee Kramer

 Bruce Heiman, Assistant Professor, Strategy
 San Francisco State University, College of Business
   email: [log in to unmask], [log in to unmask]
   post:  1600 Holloway Ave. San Francisco, CA 94132
   ph:    650.575.8220 (m), 415.405.0596 (office)

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