Dynamic Network Analysis (Spring 2020) Course 17-801, 17‐685, 19‐640 Instructor Prof
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Syllabus Organizational Network Analysis V2.2
SYLLABUS Organizational Network Analysis Self-paced online Learn to set up an organizational network analysis and create masterclass an x-ray vision into the inner workings of your organization. INDEX About the AIHR Academy Page 3 Masterclass overview Page 4 Learning objectives Page 6 Who you will learn from Page 7 What you will learn Page 8 Your success team Page 13 Frequently Asked Questions Page 14 Enroll Now Page 16 Organizational Network Analysis | Syllabus Copyright © HR Analytics Academy | Page 2 ABOUT THE AIHR ACADEMY With the HR Analytics Academy we recorded so that you can learn whenever and teach the skills that you need in order wherever it’s most convenient. By placing to succeed in the field of People you in the driver’s seat we enable you to optimize your own learning curve and Analytics. By teaching you to leverage complete each course at your own pace. the power of data, we enable you to claim the strategic impact that you Practical bite-sized lessons deserve. The practical nature of our courses and the People Analytics is about leveraging data in way they are structured is what sets us apart. order to make better informed (data-driven) Our lessons are bite-sized and conveniently people decisions. Decisions which in the end split up into several modules. Within each drive better outcomes for both the business module you will typically find a combination and employees. of 3 – 4 video lessons, a short quiz, reading materials that provide extra context, a piece Online learning portal of bonus content, and a practical assignment All of our courses and masterclasses are that will help you put your new skills into delivered through the online learning portal. -
Computational Modeling of Complex Socio-Technical Systems
Computational Modeling of Complex Socio‐Technical Systems 08‐810, 08‐621 Syllabus Fall 2016 12 Course Units Prof. Kathleen M. Carley E‐Mail: [email protected] Phone: x8‐6016 Office: Wean 5130 Office Hours: by appointment T.A.: Geoffrey Morgan Lectures: Monday, Wednesday 3:30 PM – 5:20 PM **There will be no class scheduled for Labor Day September 5th **There will be no classes scheduled on Wednesday November 23rd for the Thanksgiving Holiday **Recitation sections will be organized as needed for specific technologies – construct, system dynamics, and abms – times TBA and this area optional All course information is available on‐line via CMU Blackboard: http://www.cmu.edu/blackboard For a taste of what the course can be like: A fun little explainer and tutorial on Schelling's Dynamic Segregation Model, with a tie in for the need for awareness about diversity. http://ncase.me/polygons/ DESCRIPTION: We live and work in complex adaptive and evolving socio‐technical systems. These systems may be complex for a variety of reasons. For example, they may be complex because there is a need to coordinate many groups, because humans are interacting with technology, because there are non‐ routine or very knowledge intensive tasks. At the heart of this complexity is a set of adaptive agents who are connected or linked to other agents forming a network and who are constrained or enabled by the world they inhabit. Computational modeling can be used to help analyze, reason about, predict the behavior of, and possibly control such complex systems of "networked" agents. -
Dynamic Social Network Analysis: Present Roots and Future Fruits
Dynamic Social Network Analysis: Present Roots and Future Fruits Ms. Nancy K Hayden Project Leader Defense Threat Reduction Agency Advanced Systems and Concepts Office Stephen P. Borgatti, Ronald L. Breiger, Peter Brooks, George B. Davis, David S. Dornisch, Jeffrey Johnson, Mark Mizruchi, Elizabeth Warner July 2009 DEFENSE THREAT REDUCTION AGENCY •ADVANCED SYSTEMS AND CONCEPTS OFFICE REPORT NUMBER ASCO 2009 009 The mission of the Defense Threat Reduction Agency (DTRA) is to safeguard America and its allies from weapons of mass destruction (chemical, biological, radiological, nuclear, and high explosives) by providing capabilities to reduce, eliminate, and counter the threat, and mitigate its effects. The Advanced Systems and Concepts Office (ASCO) supports this mission by providing long-term rolling horizon perspectives to help DTRA leadership identify, plan, and persuasively communicate what is needed in the near term to achieve the longer-term goals inherent in the agency’s mission. ASCO also emphasizes the identification, integration, and further development of leading strategic thinking and analysis on the most intractable problems related to combating weapons of mass destruction. For further information on this project, or on ASCO’s broader research program, please contact: Defense Threat Reduction Agency Advanced Systems and Concepts Office 8725 John J. Kingman Road Ft. Belvoir, VA 22060-6201 [email protected] Or, visit our website: http://www.dtra.mil/asco/ascoweb/index.htm Dynamic Social Network Analysis: Present Roots and Future Fruits Ms. Nancy K. Hayden Project Leader Defense Threat Reduction Agency Advanced Systems and Concepts Office and Stephen P. Borgatti, Ronald L. Breiger, Peter Brooks, George B. Davis, David S. -
Learning Within and Among Organizations
LEARNING WITHIN AND AMONG ORGANIZATIONS Kathleen M. Carley Social and Decision Sciences and H. J. Heinz III School of Policy and Management Carnegie Mellon University ACKNOWLEDGMENT This work was supported in part by the Office of Naval Research (ONR), United States Navy Grant No. N00014-97-1-0037 and by the National Science Foundation under Grant No. IRI9633 662. The views and conclusions contained in this document are those of the authors and should not be interpreted as representing the official policies, either expressed or implied, of the Office of Naval Research, the National Science Foundation, or the U.S. government. Reference: Kathleen M. Carley, 1999, “Learning Within and Among Organizations.” Ch. 1 in Philip Anderson, Joel Baum and Anne Miner (Eds.) Advances in Strategic Management: Population-Level Learning and Industry Change, Vol. 16. Elsevier Science Ltd. Pp. 33-56. - 1 - ABSTRACT Change is readily seen both within organizations and within populations of organizations. Such change has been characterized as organization or population level learning or evolution. Underlying such change, is change at the individual human and social network level. Herein, it is asked, how does the way in which individuals learn and the way in which networks evolve reflect itself in organizational and population level learning. What changes should emerge at the organization and population level due to learning, information diffusion, and network change at the individual level? Herein it is argued that organization and population level phenomena, such as performance improvements, mis-learning, and shakeouts emerge from the on-going processes of change at the individual level. Looking at learning and information diffusion enables the organizational theorist to link micro and macro level organizational phenomena. -
Evolving Networks and Social Network Analysis Methods And
DOI: 10.5772/intechopen.79041 ProvisionalChapter chapter 7 Evolving Networks andand SocialSocial NetworkNetwork AnalysisAnalysis Methods and Techniques Mário Cordeiro, Rui P. Sarmento,Sarmento, PavelPavel BrazdilBrazdil andand João Gama Additional information isis available atat thethe endend ofof thethe chapterchapter http://dx.doi.org/10.5772/intechopen.79041 Abstract Evolving networks by definition are networks that change as a function of time. They are a natural extension of network science since almost all real-world networks evolve over time, either by adding or by removing nodes or links over time: elementary actor-level network measures like network centrality change as a function of time, popularity and influence of individuals grow or fade depending on processes, and events occur in net- works during time intervals. Other problems such as network-level statistics computation, link prediction, community detection, and visualization gain additional research impor- tance when applied to dynamic online social networks (OSNs). Due to their temporal dimension, rapid growth of users, velocity of changes in networks, and amount of data that these OSNs generate, effective and efficient methods and techniques for small static networks are now required to scale and deal with the temporal dimension in case of streaming settings. This chapter reviews the state of the art in selected aspects of evolving social networks presenting open research challenges related to OSNs. The challenges suggest that significant further research is required in evolving social networks, i.e., existent methods, techniques, and algorithms must be rethought and designed toward incremental and dynamic versions that allow the efficient analysis of evolving networks. Keywords: evolving networks, social network analysis 1. -
Intra-Organizational Complexity and Computation
Intra-organizational Complexity and Computation Kathleen M. Carley Social and Decision Sciences H. J. Heinz III School of Policy and Management Engineering and Public Policy Carnegie Mellon University December 2000 Running Head: Intra-organizational Complexity and Computation Direct all correspondence to: Prof. Kathleen M. Carley Dept. of Social and Decision Sciences Carnegie Mellon University Pittsburgh, PA 15213 Email: [email protected] Tel: 1-412-268-3225 Fax: 1-412-268-6938 This work was supported in part by the Office of Naval Research (ONR), United States Navy Grant No. N00014-97-1-0037 and by the National Science Foundation under Grant No. IRI9633 662. The views and conclusions contained in this document are those of the author and should not be interpreted as representing the official policies, either expressed or implied, of the Office of Naval Research, the National Science Foundation, or the U.S. government. The author thanks the following people for their comments on this and related works: Carter Butts, Ju-Sung Lee, Bill McKelvey, Benoit Morel and Ranga Ramanujam. To be published in Companion to Organizations, Joel C. Baum (Ed.), Oxford UK: Blackwell, July 2001. Intra-organizational Complexity and Computation Organizations are complex systems. They are also information processing systems comprised of a large number of agents such as human beings. Combining these perspectives and recognizing the essential non-linear dynamics that are at work leads to the standard non-linear multi-agent system conclusions such as: history matters, organizational behavior and form is path dependent, complex behavior emerges from individual interaction, and change is inevitable. -
On Generating Hypotheses Using Computer Simulations Kathleen M
On Generating Hypotheses using Computer Simulations Kathleen M. Carley Social and Decision Sciences and H.J. Heinz III School of Public Policy and Management Carnegie Mellon University Tel: 1-412-268-3225 Fax: 1-412-268-6938 Email: [email protected] url: http://sds.hss.cmu.edu/faculty/carley/carley.htm Keywords: simulation, computer modeling, hypotheses, organizations, dynamic systems Grant Sponsors: ONR, NSF Contract grant numbers: ONR N00014-97-1-0037 NSF IRI9633 662 Citation: Kathleen M. Carley, 1999, “On Generating Hypotheses Using Computer Simulations. “ Systems Engineering, 2(2): 69-77. (short version in CCRTS Proceedings) Abstract Computational modeling is increasingly being used to do theory development. Computer simulation, numerical estimation, and emulation models are used to describe complex systems and generate a series of hypotheses about the behavior of these systems under different scenarios. These hypotheses can serve as guides to the design of human laboratory experiments and can suggest what data to collect in field and gaming situations. Models that are particularly useful in this venue are process models of non-linear systems where multiple factors dynamically interact. This chapter describes these models and illustrates how they can be used to generate a series of hypotheses that guide future endeavors. 1 On Generating Hypotheses using Computer Simulations Kathleen M. Carley 1 Introduction The use of formal techniques in general, and computational analysis in particular, is playing an ever increasingly important -
1 Organizational Change and the Digital Economy
Organizational Change and the Digital Economy: A Computational Organization Science Perspective Kathleen M. Carley Social and Decision Sciences and H.J.Heinz III School of Public Policy and Management Carnegie Mellon University Pittsburgh, PA 15213 412-268-3225 [email protected] http://sds.hss.cmu.edu/faculty/carley/carley.htm Abstract E-commerce, the web, computers, and information technology in general are often viewed as a technological panacea where all that is needed is better technology to eliminate social and organizational problems, to make organizations more efficient, effective and productive, and to create an effective digital economy. Technological solutions are expected to eliminate barriers to entry, increase the amount of available information, and provide uniform access to information, people, and information based services. There can be little doubt that information technology is transforming social and economic systems, particularly commerce. However, it is still the case that the networks linking people, knowledge, and companies both enable and constrain the impact of this technology. These social and cognitive networks, along with the needs of individuals for privacy, and the needs of companies to protect core intellectual property, are at odds with the open and uniform access assumptions often made about the digital economy. As we move into a digital economy we need to understand how these networks and individual and corporate needs will influence and shape the resulting organizations and markets. Recent work in computational organization science provides guidance for assessing, measuring, monitoring, and predicting organizational change as we move into a digital economy where technological change is increasing information and access in the face of social and cognitive constraints. -
Self-Organized Terrorist- Counterterrorist Adaptive Coevolutions, Part I
CRM D0010776.A3/1Rev February 2005 Self-Organized Terrorist- Counterterrorist Adaptive Coevolutions, Part I: A Conceptual Design Andrew Ilachinski 4825 Mark Center Drive • Alexandria, Virginia 22311-1850 Approved for distribution: February 2005 Dr. Gregory M. Swider Director, Tactical Analysis Team Operations Evaluation Group This document represents the best opinion of CNA at the time of issue. It does not necessarily represent the opinion of the Department of the Navy. Approved for Public Release; Distribution Unlimited. Specific authority: N00014-00-D-0700. For copies of this document call: CNA Document Control and Distribution Section at 703-824-2123. Copyright 2005 The CNA Corporation [Osama bin Laden is a] “...product of a new social structure; a new social feeling in the Muslim world. Where you have strong hostility not only against America, but also against many Arab and Muslim regimes who are allying to America... and that's why, if bin Laden was not there, you would have another bin Laden. You would have another name, with the same character, with the same role, of bin Laden... ...That's why we call it a phenomena, not a person.”1 “Osama bin Laden’s most brilliant stroke may well have been to allow the global Salafi Jihad network to evolve spontaneously and naturally, and not interfere too much with its evolution, except to guide it through incentives because of his control of resources. The system developed into a small-world network with robustness and flexibility and became more militant and global for both internal and external reasons.”2 1.Extract from an interview with Saad al Fagih (a London-based Saudi Arabian exile who heads the Movement for Islamic Reform in Arabia), on Public Broadcasting Service's Frontline, 1999. -
Validating Computational Models
Validating Computational Models Kathleen M. Carley Associate Professor of Sociology Department of Social and Decision Sciences Carnegie Mellon University September 1996 This work was supported in part by the Office of Naval Research (ONR), United States Navy Grant No. N00014-93-1-0793 (UConn FRS 521676). The views and conclusions contained in this document are those of the authors and should not be interpreted as representing the official policies, either expressed or implied, of the Office of Naval Research or the U.S. government. Validating Computational Models Abstract The use of computational models in the social sciences has grown quickly in the past decade. For many these models represent a bewildering and possibly intimidating approach to examining data and developing social and organizational theory. Few researchers have had courses or personal experience in the development and building of computational models and even fewer have an understanding of how to validate such models. And while many papers extort the relative advantages and disadvantages of the computational approach, and many call for the validation of such models, few provide insight into how to validate such models and the issues involved in validation. This paper represents an attempt at redressing this oversight. An overview is provided of computational modeling in the social sciences, types of validation, and some of the issues in doing model validation. Validating Computational Models There is a growing trend in the social and organizational sciences to employ computational models1 in developing and testing theories. Such models are uniquely valuable for addressing issues of learning, adaptation, and evolution. The value of these models for theory building, however, will require an increased understanding of the potential of these models, and when and how they should be validated. -
Presented to the Faculty of the School of Engineering and Applied Science University of Virginia
Stepping Back from the Trees to see the Forest: Network Approaches to Valuing Intelligence A Dissertation Presented to the faculty of the School of Engineering and Applied Science University of Virginia in partial fulfillment of the requirements for the degree Doctor of Philosophy by Christopher M. Smith May 2013 APPROVAL SHEET The dissertation is submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy AUTHOR The dissertation has been read and approved by the examining committee: Prof. William T. Scherer Advisor Prof. Peter A. Beling Prof. Michael Smith Prof. Jeremy Marcel Prof. Duncan E. McGill Accepted for the School of Engineering and Applied Science: Dean, School of Engineering and Applied Science May 2013 Abstract Determining value of intelligence can be a difficult problem. One way to value intelligence is to judge a document’s worth by its location within a structure of a given corpus of documents. Network applications are a natural extension of this logic. I introduce a methodology for value of information (VOI) for networks, comparable to VOI for influence diagrams. Additionally, citation networks and Google’s PageRank algorithm are examples of valuing information based on its location within a structure. Dynamic network analysis (DNA) has been used to allow social network analysis (SNA) involving multi-nodal networks by creating inferences across networks with common nodes. I introduce the application of the DNA layered approach to information networks in an attempt to determine value of intelligence. These applications demonstrate supplemental, and objective ways of measuring intelligence. iii For my wife, daughters and son. With hard work, all things are possible. -
A Statistical Network Analysis of Underground Punk Worlds in Manchester and Liverpool 2013-2015
The Persistence of Punk Rock: A Statistical Network Analysis of Underground Punk Worlds in Manchester and Liverpool 2013-2015 A thesis submitted to the University of Manchester for the degree of Doctor of Philosophy in the Faculty of Humanities 2019 Joseph B. Watson School of Social Sciences Contents Abstract………………………………………………………………………..6 Declaration…………………………………………………………………….7 Copyright Statement…………………………………………………………....7 The Author…………………………………………………………………….8 Acknowledgements…………………………………………………………….8 Chapter One: Punk, Networks and the North West……………………………9 1.1 Introduction……………………………………………………...9 1.2 What is a Music World?…………………………………………11 1.3 What is Punk Music?……………………………………………12 1.3.1 Defining Punk Music…………………………………….13 1.3.2 My Experience of Punk Music as a Participant…………...14 1.3.3 Underground Punk in a Modern UK Context……………15 1.4 Manchester and Liverpool as Musical Cities…………………….17 1.5 Social Network Analysis………………………………………...18 1.5.1 The Network Lens……………………………………….18 1.5.2 The Analytical Toolbox…………………………………..19 1.6 Thesis Structure…………………………………………………19 Chapter Two: Music Worlds………………………………………………….22 2.1 Introduction…………………………………………………….22 2.2 Subculture………………………………………………………22 2.3 Towards Art Worlds…………………………………………….25 2.4 Collective Activity………………………………………………26 2.5 Conventions…………………………………………………….26 2.6 Resources……………………………………………………….28 2.7 Venues………………………………………………………….30 2.8 Music Making…………………………………………………...32 2.9 Underground Punk in Manchester and Liverpool……………….33 2.10 Social Networks and Music Worlds……………………………..34