Opinion leaders, networks, and tipping points: How does it all fit together?
So after a week off from the blogosphere, I'm back in action. This week's readings talked about the very popular topic of tipping points and diffusion of innovations. They also explored the search process in trying to find a certain network member or enclave in ambiguous circumstances (e.g. when trying to find information that's not publicly available such as where pot dealers live). These topics seem to be "hot" as Freeman would describe social network analysis in his article on social networks in cartoons. With numerous articles by Gladwell and the popular media it was interesting to get an academic overview on this topic. It is also very interesting in that it relates to real organization and has many implications for how and why organizations function the way they do. I think this week's perspective may help ease some fears about whether or not the study of social networks is really important in understanding the world.
The first reading (Tepperman) discussed the idea that there are many ways to conduct searches for deviance and that each involves a tradeoff. For example a breadth-first search (which follows every lead in sequential order as they arrive) is less efficient than a depth-first search (which follows the most recent lead until we arrive at a dead end). Furthermore, a heuristic search is more efficient than a blind search but also introduces the problem of searcher evaluation into the formula (which is not always accurate). This debate reminded me very much of the ones we encountered when reading about network measures. In that week the Hampton article on name generators seemed to imply that you can't get perfect data without burdening participants yet you can take some shortcuts to find a happy medium. As we discovered in that week, often the method used for a study is very context dependent and this seems to be exactly what Tepperman says in his article. The search process used to find deviance obviously is dependent on who's searching, their existing knowledge of the community and its network structures, and the restraining costs and factors. Furthermore, this article seemed to connect with the others from this week in making connections to tie strength and density in "closed" networks. They showed in this example that rural networks based on strong ties and kin are typically much more densely connected and thus deviant behavior is harder to detect (since it is harder to publicly promote a deviant cause amongst people who all know each other and accept certain norms). This falls much in line with Fischer's article "To Dwell Among Friends" where we saw that kinship ties predominate in less urban areas and we are more likely to find nonkin weaker ties in cities. Thus, it is easier to find a deviant behavior in these more open sparsely connected networks where deviance is more likely to be publicly noticed and/or accepted. In total I was not very satisfied with this article. I feel that it did a poor job of incorporating empirical data with theory and only provided a little data at the end of the work. I also found the descriptions of things like breadth-first searches rather brief and often hard to grasp. The differences weren't made distinctly clear with examples and it was hard to completely understand all of the theory the author was bringing into this argument. While I do understand the position this article takes and agree that choosing effective searches depends on the context of the situation, I feel that the specificities of these deviance search models were not well supported and often difficult to understand.
The Rogers article seemed to be an overview of the entire course so far. It incorporated ideas from tie strength, community, homophily, size and more and many of the theories we've studied thus far showed up in this paper. The goal of this paper seemed to be threefold in explaining opinion leaders, communication network structure, and this idea of a critical mass after which an object tips. This article did a great job of incorporating real world observations (e.g. the ya ya sisterhood, Paul Revere, the Cholera well in London) with the various theories we have seen in this class (e.g. Granovetter and his theory about the strength of weak ties). We saw in a much clearer way how social networking and structure are quite significant in our world whether we're rousing support for wars or stopping wide-scale disease epidemics. The point seems to be that when we take a step back and look at how we're all connected with each other we can have a much clearer picture of why things happen the way they do and then find ways to fix bad situations. Overall, this article was very thorough in explaining the concepts and how they were measured as is shown for example by the explanations of such items as the measurement of opinion leadership (e.g. sociometric measures, key informants etc.). Personally, I feel that while this text is a lot to take in at once, overall it has been the best article we've read at incorporating all the parts of social networks into one whole that makes sense and is well explained. It seems that it'd be helpful and easy to follow even for those who aren't social network experts like us :). The only thing I would have liked to see explored more was the connection of critical mass and opinion leadership to the internet. Considering the last few weeks I think it's important to consider how the internet effects all of these things in addition to social networks. I wonder if it's easier to spread a word of mouth idea over the internet or whether it requires actual interpersonal contact with people you can actually see and trust. Furthermore, I wonder if something as innovative as the internet effects the entire structure we see outlined here (see quesiton below).
Finally, the Burt article took an interesting stand on the diffusion of innovations. It showed that within a closed network equivalence determined contagion while in the bigger system of all networks cohesion determined contagion. Thus he argues that opinion leaders are not necessarily at the top of an organization but are instead more on the fringes. He seems to say that a president or organizational head is most effective when he/she can bridge the gap between his/her organization and others so that new ideas can flow in. In this way they accumulate power in a sort of tertius type of way because they directly control the flow of information. I found this article to be very well supported and thorough as well. The use of an anecdote and connection back to it at the end of the article made it very easy to follow and attracted my attention right away. It also showed a clear connection to the real world that took place between very respected professionals in our society and thus seems that much more powerful (the anecdote about Welsh). Not surprisingly this article relates very much to the structural holes/weak ties arguments that we saw in week 3 with the Burt and Granovetter articles. However, I think this article did a much better job of incorporating theory with results than these previous papers and like the Rogers article made the key points in a clear and concise manner. The implications of this article are striking and very relevant (particularly to people who are very involved in organizations). It seems to suggest that the way for an organization to benefit the most is to have the leadership put much of their effort into forming cohesive ties with outsiders and then simply disseminate the new information to those in the organization (and let the information spread itself). This is an interesting take on things and from my personal experience seems to make organizations run the most smoothly.
Questions:
1. What role does the internet play for opinion leaders and word-of-mouth epidemics? Typically information would come from the media and then flow from opinion leaders downwards. Does the internet change this structure or does it just reinforce this structure with the only change being that the internet is the medium of information exchange in both cases (i.e. from mass to opinion leaders and then from opinion leaders to the public).
2. Do you think organizations run the most smoothly when the upper management is mainly concerned with forging social relationships with others or with mainly focusing on internal affairs? How much help do numerous social ties really provide in the institutionalized world and are they as important as Burt seems to imply?