Professional Documents
Culture Documents
June 2010
What are Social Networks
Social Network Views: Science, Technology, Culture
Social Network Concepts
Social Networks and Knowledge Management
Social Networks and Semantic Web
Applications
Directions
References:
ce.sharif.edu/~m_jamali/resources/WI06_SNA.ppt (WI 2006)
ic.ucsc.edu/~wsack/fdm20c/fall2008/Lectures/social-networks.ppt
A social network site allows people who share interests to build a
‘trusted’ network/ online community. A social network site will
usually provide various ways for users to interact, such as IM
(chat/ instant messaging), email, video sharing, file sharing,
blogging, discussion groups, etc.
People
KM
Organization
Technology
Processes
The nodes in the network are the people and groups while the links
show relationships or flows between the nodes.
We measure Social Network in terms of:
1. Degree Centrality:
The number of direct connections a node has. What really matters is where
those connections lead to and how they connect the otherwise unconnected.
2. Betweenness Centrality:
A node with high betweenness has great influence over what flows in the
network indicating important links and single point of failure.
3. Closeness Centrality:
The measure of closeness of a node which are close to everyone else.
The pattern of the direct and indirect ties allows the nodes any other node in the
network more quickly than anyone else. They have the shortest paths to all others.
The main types of social networking sites have a ‘theme’, they allow
users to connect through image or video collections online (like Flicker or
You Tube) or music (like My Space, lastfm). Most contain libraries/
directories of some categories, such as former classmates, old work
colleagues, and so on (like Face book, friends reunited, Linked in, etc).
They provide a means to connect with friends (by allowing users to create
a detailed profile page), and recommender systems linked to trust.
Early in 2000, the CIA was informed of two terrorist suspects linked to al-Qaeda.
Nawaf Alhazmi and Khalid Almihdhar were photographed attending a meeting of
known terrorists in Malaysia. After the meeting they returned to Los Angeles,
where they had
already set up residence in late 1999.
What do you do with these suspects? Arrest or deport them immediately?
No, we need to use them to discover more of the al-Qaeda network.
Once suspects have been discovered, we can use their daily activities to
uncloak their network. Just like they used our technology against us, we
can use their planning process against them. Watch them, and listen to
their conversations to see...
Intentional contacts are like the late afternoon visitor, whose car license plate is traced back to a
rental company at the airport, where we discover he arrived from Toronto (got to notify the
Canadians) and his name matches a cell phone number (with a Buffalo, NY area code) that our
suspect calls regularly. This intentional contact is added to our map and we start tracking his
interactions -- where do they lead? As data comes in, a picture of the terrorist organization slowly
comes into focus.
How do investigators know whether they are on to something big? Often they don't. Yet in this case
there was another strong clue that Alhazmi and Almihdhar were up to no good -- the attack on the
USS Cole in October of 2000. One of the chief suspects in the Cole bombing [Khallad] was also
present [along with Alhazmi and Almihdhar] at the terrorist meeting in Malaysia in January 2000.
Once we have their direct links, the next step is to find their indirect ties -- the 'connections of their
connections'. Discovering the nodes and links within two steps of the suspects usually starts to
reveal much about their network. Key individuals in the local network begin to stand out. In viewing
the network map in Figure 2, most of us will focus on Mohammed Atta because we now know his
history. The investigator uncloaking this network would not be aware of Atta's eventual importance.
At this point he is just another node to be investigated.
Figure 2 shows the two suspects and
Figure 2 shows the two suspects and
e to be investigated.
We now have enough data for two key conclusions:
• All 19 hijackers were within 2 steps of the two original suspects uncovered in 2000!
• Social network metrics reveal Mohammed Atta emerging as the local leader
With hindsight, we have now mapped enough of the 9-11 conspiracy to stop it. Again, the
investigators are never sure they have uncovered enough information while they are in the
process of uncloaking the covert organization. They also have to contend with superfluous
data. This data was gathered after the event, so the investigators knew exactly what to look
for. Before an event it is not so easy.
As the network structure emerges, a key dynamic that needs to be closely monitored is the activity
within the network. Network activity spikes when a planned event approaches. Is there an
increase of flow across known links? Are new links rapidly emerging between known nodes?
Are money flows suddenly going in the opposite direction? When activity reaches a certain
pattern and threshold, it is time to stop monitoring the network, and time to start removing
nodes.
The author argues that this bottom-up approach of uncloaking a network is more effective than a top
down search for the terrorist needle in the public haystack -- and it is less invasive of the
general population, resulting in far fewer "false positives".
Figure 2 shows the two suspects and
When the Mitchell Report on steroid use in Major League Baseball [MLB], was published, people were surprised at
who and how many players were mentioned. The diagram below shows a human network created from data found in
the Mitchell Report. Baseball players are shown as green nodes. Those who were found to be providers of steroids
and other illegal performance enhancing substances appear as red nodes. The links reveal the flow of chemicals --
from provider to player.
Managing the 21st Century Organization
Networks of Adaptive/Agile Organizations
Best Practice: Organizational Network Mapping
Discovering Communities of Practice
Data-Mining E-mail
Finding Leaders on your Team
Post-Merger Integration
Knowledge Sharing in Organizations
Innovation happens at the Intersections
Partnerships and Alliances in Industry
Decision-Making in Organizations
New Organizational Structures
Figure 2 shows the two suspects and
Organizational leaders are preparing for the potential loss of expertise and knowledge flow due to
turnover, downsizing, outsourcing, and the coming retirements of the baby boom generation. The
model network (previous chart) is used to illustrate the knowledge continuity analysis process.
Each node in this sample network (previous chart) represents a person that works in a knowledge
domain. Some people have more / different knowledge than others. Employees who will retire in 2
years or less have their nodes colored red. Those who will retire in 3-4 years are colored yellow.
Those retiring in 5 years or later are colored green.
A gray, directed line is drawn from the seeker of knowledge to the source of expertise. A-->B
indicates that A seeks expertise / advice from B. Those with many arrows pointing to them are
sought often for assistance.
The top subject matter experts -- SMEs -- in this group are nodes 29, 46, 100, 41, 36 and 55.
The SMEs were discovered using a network metric in InFlow that is similar to how the
Google search engine ranks web pages -- using both direct and indirect links.
Of the top six SMEs in this group, half are colored red[100] or yellow[46, 55]. The loss of person 46
has the greatest potential for knowledge loss. 90% of the network is within
3 steps of accessing this key knowledge source.
Figure 2 shows the two suspects and
Detecting coalitions and subgroups
Conducting a political campaign
Marketing a drug by a pharmaceutical company
Forming a travel network
Many more - - - - -
Introduction to Social Networks
Properties of Social Networks
Social Network Analysis Basics
Examples
Data Privacy Basics
Privacy and Social Networks
Social networks have important implications for our daily
lives.
Spread of Information
Spread of Disease
Economics
Marketing