1. Organizational Network Analysis (ONA)/Social Network Analysis (SNA) Karen Stephenson is a leader in this thought on how organizations work on asocial level and on a transactional level.o To look up more information on this she has a website.www.netform.com There are different trust factors associated with different interactions within anorganization. Trust Network (Long amount of time)Transaction (Short)Authority or Hierarchy (Medium) People within an organization will have those people that they transact with.These will be short interactions and may be the only interaction that these 2employees have with each other. Then there are transactions with authority or within a hierarchy. These will bemedium timeframe in length. An employee will talk to their superior. We also have trust networks. These tend to be in place for a long period of time.These are the people that others want in their network or know that they need tohave around them in their contact circle. There is a trust level with different aspects of a network, hierarchy andtransactions. These were on the power point for the presentation and we were notable to get a copy of the presentation. The one part of the power point that I wish we had more notes on was the trustspectrum. It was very interesting. There was a line on the power point anddifferent things were listed below the line. The items on the left of the line werethe things that required little trust from the parties involved. The items on theright were items that required a lot of trust from the parties involved. I will try toget more information from others within LFG that might have taken more noteson this line.

2. Interesting point o Recruit through hierarchy o Succession plan through network There is software that Karen Stephenson has developed that will help an organization figure out who their hubs of information are, who the hubs of the social network are, etc. She uses this software when she consults with companies on what to do to better their organization. In one example that the presenter had, there was a mid-level manager that was connected to several different members of the organization socially. She was also a hub for information. o The suggestion to better the company was that they do what they could tokeep the mid-level manager in her current position, throw money at herjust do not promote her. Get as much information from her as possible asto how she developed those networks and how she kept them going. Thenafter they had done that, they could promote her, just not until then. o What did they do? They promoted her. She lost all respect because she was now oneof the people that her network did not trust. She ended up leaving.The executive retired and promoted his golfing buddy to theexecutive position. (The golfing buddy did not communicate withanyone except the senior level exec. He also was not a hub ofinformation and had very little contact with the organization in thisaspect as well.) Within a couple of months, the organizationclosed their doors. o What did I take from this? It was very very powerful. That the social and informationalaspects of who speaks with whom, is more important to anorganization than we give credit to. It makes me want to get the software so we could do this at ourcompany. To know those key players are and what should we doto keep them.