The Echoing Paradox in SNS

The echoing paradox in SNS

Innovation through Social Media 2012 Lene Pettersen

SNS = “A is an online service, platform, or site that focuses on facilitating the building of social networks or social relations among people who, for example, share interests, activities, backgrounds, or real-life connections” (Wikipedia). (e.g. Facebook)

(E2.0) is characterized by Web 2.0 features such as interactivity, social networking, group collaboration, co-creation, blogs, tags, personal profiles and file sharing (documents, videos, links and more). E2.0 describes enterprises that apply these technologies as tools for internal purposes.

an is “an idea, practice, or object that is perceived as new by an individual or other unit of adoption” (Rogers, 1983, p. 11).

social networking service

work

[SOME CLARIFICATIONS AS STARTERS]

innovation

Enterprise 2.0

”We estimate that between in value can be unlocked through the use of social technologies” (Chui et al. 2012, p. iii).

$900 billion and $1.3 trillion

SOCIAL CAPITAL = the recognition and value of social networks and the role of social ties (Ling, 2008). The ability to form and maintain relationships is understood as a basic precondition for the accumulation of social capital (Lin, 1999). Two different theoretical approaches to social capital (Brass, 2012; Vergeer & Pelzer, 2009), both leaning towards Granovetter’s (1973) theory of the strength of the weak ties; we are more socially involved with close relations than with peripheral relations

Network closure

Structural hole

Connections within the group are mutually reinforced

Whom you can reach and how you can reach them with low redundancy

Burt(2005;2004) Coleman (1990), Putnam (2000)

Trust is important in all kinds of networks

1 2

SOCIAL CAPITAL AND SOCIAL NETWORKING

Network closure

Structural hole

Community (strong ties) Friends of friends (weak ties) Open plazas (potential ties)

Individual non-connected actors

Social/intrinsic exchange

Economic/tangible exchange

SIMILARILY ALGORITHMS IN TECHNOLOGY TRIES TO COPE WITH THE PROBLEM OF INFORMATION OVERLOAD AND SORT ON RELEVANCE

Share some common (static) characteristics

Shared history of actions

[CUSTOMERS WHO BOUGHT ITEMS IN YOUR RECENT HISTORY ALSO BOUGHT….]

[USERS WHO DOWNLOADED THIS ARTICLE ALSO DOWNLOADED….]

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[OTHER EMPLOYEES SHARING SOME SIMILAR CHARACTERISTICS WITH YOU ]

[OTHER EMPLOYEES WITH SIMILAR TAGS AS YOURSELF…….]

[A FICTIONAL SCREEN SHOT FROM THE PAST VERSION OF JIVE BUSINESS SOFTWARE. NOW MORE BASED ON THE EMPLOYEES’ PATTERNS OF INTERACTION]

Theodor Kittelsen , 1888, Echo. Oil on canvas

When the community or crowd confirms established thinking and mindsets rather than challenging them. An echo chamber refers to the fact that information, ideas or beliefs are reinforced inside an ‘enclosed’ space with like-minded people (Jamieson, Hall & Cappella, 2009).

SIMILARITY ALGORITHMS RISKS CREATING ECHO CHAMBERS

“Group think”

, if the goal is not to bridge different networks with

members that have similar characteristics, but bridge different networks of dissimilar perspectives,

shouldn’t another approach be taken into account instead?

HOWEVER

DIVERSITY means “differences in how people see, categorize, understand, and go about improving the world” (Page, 2011, p. xiv)

• Diversity is argued to drive innovation (Page, 2011). With a diversity of viewpoints, groups find better solutions (Hong & Page, 2004). Different approaches to the same phenomenon from a range of different perspectives pave the way for making more robust, innovative and better solutions than a team consisting of more homogeneous members. • Diversity in the workplace is argued to power innovation due to a large pool of knowledge, skills, life experience, perspectives, and expertise (the Business Case for Diversity Report 2008/09). • “A team of randomly selected agents outperforms a team comprised of the best-performing agents” (with regard to team solving problems) (Hong & Page, 2004).

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Typology/framework extracted from Pettersen, L. 2012 The Echoing Paradox in SNS, ISM2012 proceedings, Akademika Forlag, Norway

these ideas illustrated as a concept – that tries to cope with the paradox of

echo chambers in enterprise 2.0 platforms, a concept that opens for choosing between similarity and diversity – based on present time (and not previous history alone):

#logomywork

#thisandthat

#myfolks

#companystuff

#stuff2do

Others working (dynamic) with report +children+ health+weight (meanings)

Verbs describes actions. A noun is a part of speech typically denoting a person, thing, place or idea. Subject: 'who or what the sentence is about‘. Object is what or whom the verb is acting upon

#feedfrommyfolks

#logomywork

#thisandthat

#myfolks

#thisandthat

#stuff2do

Sally Ann Off to meet with the Norwegian Directorate for Children, Youth and Family Affairs to land a new contract. Exited!

Oscar Another day designing the new weight calculator for SATS. Didn’t know calories was that complicated! Those little bastards!

David @Oscar Try coding them! I lost weight trying to figure out how to program killer code that works with SharePoint #almostgaveup #interoperationabilityisthefuture

Cathleen Finally done with writing the Innovation 2012 report that hopefully will give us some new projects and people in Africa better everyday lives. Fingers crossed!

Iselin Writing the annual report for the board meeting next week. Employees health has improved the past year – great news!

MORE OF THIS NO THANKS – TAKE ME TO MY COMFORT ZONE

Patrick Prototyping a new portal for children with drug addicted parents. Hard, but important work.

Programmer

Consultant

HR manager

Information architect

Sales manager

Designer

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appr

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prob

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DYNAMIC ALGORITHMS BASED ON CHOOSING BETWEEN A SIMLIARITY

OR A DIVERSITY APPROACH

Similarity

Community (strong ties) Friends of friends (weak ties) Open plazas (potential ties)

Individual non-connected actors

Diversity

Q&A

[that’s about it. thanks!]

Brass, D.J. (2012). A social network perspective on industrial/organizational psychology. S.W.J. Kozlowski, ed. The Oxford Handbook of Organizational Psychology. Oxford University Press. Burt, R. (2004). Structural Holes and Good Ideas, American Journal of Sociology, 2004, 110(2), pp. 349-99. Burt, R. S. (2005). Brokerage & Closure. An introduction to Social Capital. Oxford University Press. Coleman, J. S. (1990). Foundations of social theory. Cambridge, MA: Harvard University Press. The Business Case for Diversity (2008/09). A European Commission funded study of the case for diversity in the work place, retrieved October 17th 2012; http://diversitypractice.com/services/research/business-case/ Chui, M., J. Manyika, J. Bughin (2012). The social economy: Unlocking value and productivity through social technologies. McKinsey Global Institute. Hong, L. & Page, S. E. (2004). Groups of diverse problem solvers can outperform groups of high-ability problem solvers, Proceedings of the National Academy of Sciences of the United States of America, November 16, 2004 , vol. 101. No. 46. Lin, N. (1999). Social networks and status attainment. Annual Review of Sociology, 25, 467-487. Putnam, R. D. (2000). Bowling Alone. The collapse and revival of American community, New York: Simon and Schuster. Page, S. (2011). Diversity and Complexity. Princeton University Press. Vergeer, M. & Pelzer, B. (2009). Consequences of media and Internet use for offline and online network capital and well-being. A causal model approach. Journal of Computer Mediated Communication, 15(1), 189-210.

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