A social network is a social structure made up of individuals (or organizations) called "nodes," which are tied (connected) by one or more specific types of interdependency, such as friendship, kinship, common interest, financial exchange, dislike, emotional relationships, or relationships of beliefs, knowledge or prestige.

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• Social network analysis views social relationships in terms of network theory consisting of nodes and ties. Nodes are the individual actors (people) within the networks, and ties are the relationships between the actors. The resulting graph-based structures are often very complex.

• Research in a number of academic fields has shown that social networks operate on many levels, from families up to the level of nations, and play a critical role in determining the way problems are solved, organizations are run, and the degree to which individuals succeed in achieving their goals.

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• Social Networking has always being part of business both at an individual and institutional level.

• For many people it provokes a negative reaction. As people collect business cards and relentlessly try to expand their contact lists.

• What is the real emphasis of Social Networking? – To participate in knowledge flows and transfer knowledge that matters.

• Two types of knowledge:

– Explicit knowledge – Tacit knowledge

• Explicit knowledge is knowledge that has been or can be articulated, codified, and stored in certain media. It can be readily transmitted to others. The information contained in a product manual are good examples of explicit knowledge.

• The most common forms of explicit knowledge are manuals, documents, procedures, product brochure and a BID or RFP.

• Knowledge also can be audio-visual. Works of art and product design can be seen as other forms of explicit knowledge where human skills, motives and knowledge are externalized.

• Tacit knowledge (as opposed to formal or explicit knowledge) is knowledge that is difficult to transfer to another person by means of writing it down or verbalizing it.

• Knowledge that we have all accumulated from our experiences that we have a hard time expressing to ourselves, much less to each other.

• Accessing this tacit knowledge requires long-term trust based relationships requiring a learning disposition, intense curiosity, deep listening and empathy that seeks to understand the context that other person is operating in.

• Tacit knowledge has been described as “know-how” -- as opposed to “know-what” (facts), “know-why” (science), or “know-who” (networking). It involves learning and skill but not in a way that can be written down.

• A learning disposition leads to a very different approach. Now the effort focuses on understanding the needs of others, with a particular focus on understanding the biggest issues others are wrestling with.

• It also requires willingness to disclose vulnerabilities, since it is often hard to get the other person to share their most challenging issues without a sense that you are willing to do the same.

• Much can be learned by exploring the experiences of the other person, but even more can be learned by finding common ground.

• As common issues are raveled and gain experience in coming together to address these issues, common ground is established, trust and the foundation of a longer-term relationship are built.

Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups.

– Self-awareness – the ability to know one's emotions, strengths, weaknesses, drives, values and goals and recognize their impact on others while using gut feelings to guide decisions.

– Self-regulation – involves controlling or redirecting one's disruptive emotions and impulses and adapting to changing circumstances.

– Social skill – managing relationships to move people in the desired direction

– Empathy - considering other people's feelings especially when making decisions and

– Motivation - being driven to achieve for the sake of achievement.

• Make a plan. Figure out what you want out of your network. Then separate your connections into two camps. Those who can help you reach your goals are in your network, the others are simply friends. Don’t neglect the latter, but concentrate on the former.

• Communicate one-on-one. Posting in your feed or clicking a like button is fine. But remember, you get out of networking what you put into it. When someone in your network gets a promotion, why not send a thoughtful note that shows you are paying attention to their career?

• Make your connections more than professional. Reading what Reid has to say about the PayPal alumni, it becomes clear that getting together helped turn colleagues into friends. If you’re just a connection, people will hire you for your skills. But if you’re a friend, they will find and create opportunities for you if they can.

• Don’t just connect with people, connect people. Networking is not a one-way or even two-way street. Actively think about things that can help your connections and reach out to them if you see an opportunity. They’ll do the same for you.

• Stay persistent. Even if people don’t respond, don’t get discouraged. Networking is work, after all, and you have to realize that not everyone is going to answer your requests immediately.

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