IC Class 4 - Groundswell

"Jujitsu and the technologies of the groundswell"

This is an interesting topic - I think it would be very useful for those interested in public relations management for government or for corporations.

Someone pointed out that you would want to manage the content before it manages you. I think that's what this article is intended to highlight. By revealing attributes of various different online media, one can learn to manage and even influence what's being said by the masses.

Frankly, though, my opinion is that online content is viral, and that the real cost of management is that the content never catches on - it's like an anti-bacterial. Problem is, some bacteria are good for you and you want them.

Still, all of this discussion around social media and social networking is quite intriguing. Truthfully, I think we need to spend more time talking about this in corporate settings. Instead, class is still fixated on individual applications.

IC Class 3 - Social Networks and Competition

So, I derived a pretty good prescriptive idea from reading Stanford's Note on Social Network Structure.

To foster exploration-type product development (use of existing knowledge), build a weak-tie network.

To foster transfer of tacit knowledge, build a strong-tie network.

Structural equivalence is a fascinating new perspective for my strategic tool set. For example, I tended to think of competition in terms of industry or product. Structural equivalence suggests that network similarity defines the real competitor. So, for example, a player occupying overlapping networks and relationships (e.g. b/c they produce similar products and have limited set of suppliers and customers) would be competitors. It's another way of thinking about more traditional concepts applicable to marketing and strategy.

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The other day, we were studying strategy mapping in LO. Some students struggled with how map could be appropriately used as a communications tool and executed. Initially, I thought execution was all about metrics used to measure performance (i.e. things that would affect behavior). I was surprised to hear Scott note that in his experience in working with companies, the real value was in fostering conversations about how to implement strategy at the grass roots level. Those companies that were very metrics driven found people gaming the system and abandoned the strategy map. Rather, the real value lay in communications and relationships!!!

Professional bio practice

David Kim Biography

David Kim is an aspiring general manager, and will intern in 2010 with Bank of America’s Global Consumer and Small Business Bank group as an associate.

David is a first-year MBA student at the Darden Graduate School of Business (class of 2011). David is involved with the Darden community as the vice president-elect of Outreach. He has led a team for Opportunity Consultants, Inc., a Darden based non-profit organization that helps Charlottesville area businesses with various business challenges. David is also actively involved with the Darden Christian Fellowship.

Prior to joining Darden, David was a rising audit manager for Ernst & Young office of Greensboro, North Carolina. A licensed CPA in NC, David served many small and mid-cap clients across multiple industries, specializing in property & casualty insurance and manufacturing. David promoted greater knowledge transfer in the E&Y Greensboro by expanding a knowledge concierge role. He has also worked as a community college teacher and a technical writer.

David holds a Master of Accounting from the University of NC at Chapel Hill and a Bachelor of Science in economics at the Duke University. He is actively involved at the local church, and enjoys running and listening to classical music.

IC Class 2 - Six Degrees of Lois Weisberg

Reading from Malcom Gladwell. What world is she in? She knew no bounds, she was confident, not always center of attention, but nevertheless central. She sought authentic connection and was generous with her connections. She demonstrates power of weak ties.

Robert Chaldini wrote of reciprocal relationships. Something Lois seemed to excel in.

What are barriers to networking? They may include: 1) lack of confidence and personal skills (incompetence); 2) difficulty of asking for help (haughtiness); 3) challenge of reciprocating help (scarcity of resource); and 4) concern about sharing information (self-disclosure).

As I revisit my self-awareness and my place in relationships and networks, I will also want to mirror the extent of self-disclosure and its impact on those networks.