Hi everyone, welcome to week eight and the screen side chat for the network forums of organizing as well as network analysis of organizations. The first question I want to answer this week was posted by Lade and she ask what sort of person makes a good network manager? She says networking seems to involve many and varied intricate social interactions between individuals, sections within organization and between organizations. What do you think are the most useful attributes for person charge with managing such networks. Now, if we only went on the readings. They characterize a lot of the behavioral and the social interaction qualities. And so that we talked about things like being prominent, being a bridge, that that brings social capital or interpersonal resources. And then even in the case of Smith and Wallsteader, that discussed things like how a leader of a network facilitates and acts as both an architect of. Visioning integrative partnerships as well as boundary standards to negotiate and form alliances. And then even brokers who have a knack or a skill for taking information enhancing it, and distributing it across relationships. So those are all in the readings, but I don't think its as extensive as a lot of you were looking for. So a variety of you listed tons of different qualities from someone who listens and understands, is empathic, who communicates in a way that is confident, shows integrity, meaning your words align with your action. They're clear about the mission, assertive communication. That they're balanced and reasonable. And viewing challenges as something positive to deal with. So I think Lottie actually does a nice job of summing up all the responses to her question. And it's a long list. And I have to agree with her comment, which is wow, that's asking a lot. There is other ways to think of it too, in terms of personality. It's not just the behavioral or the interaction someone takes. So there are some people that talk about how network managers have to be extroverts or at least charismatic. And then there are others that actually, there is some research suggesting that neurotics may not start out the most prominent people but over time climb through the ranks. So because they're concerned with it for obvious reasons, right? There are other things like managing emotional intelligence, but I think maybe those are qualities, I think Keith's right. Alverson, and saying that are these qualities of any manager that we'd like? And what is it that distinguishes a network manager from a typical manager? And I think there's two things that I would highlight. The first is that a network manager needs to have what Satya called network mentality and understanding. And the way I think of it is a network manager needs a sense of the social structure in which they belong. And by that, people have done studies where they ask everybody in a workplace, who are your friends. And then they ask that person to report on who they think other people's friends are. And it turns out that the better managers have a better sense of how other people see the network and how they're situated. Meaning that they have a sense of the social space and the social relations in it. Now, a nice reading on network mentality and understanding I recall was someone like George Herbert Mead Who was a social psychologist and a pragmatist at the University of Chicago in the 30s. And he wrote about the social self and how people develop a social self. And I always remember when he wrote about how children learn to have social selves, and he talked about how they first learn that at role play. So you pretend to be a parent, you wear dad shoes and mom shoes and whatever. And that's an enactment of a particular role, without any awareness of a larger social structure. And then he talks about later, that as we get more sophisticated and socially aware, that we learn how to play social games where we have a distribution of roles. Like, take for example baseball, or even soccer, whatever sport you prefer. Where there's multiple positions and you just learn how to play one position in isolation. What you learn is how to play those positions in a relationship. And a good player, or a good team even, is one where that awareness is almost a second sense. That knowing the pitcher knows how the catcher will respond and the first baseman. And in their actions they can predict those kinds of relationships and how they will transpire. And by having that kind of mentality or understanding of a generalized social structure, they're able to kind of manage it better. And I think that awareness or that mentality of an idealized one that would be a network organization, is probably something very useful. The second thing to highlight I think is. A lot of the qualities that people remark on are partnering and developing relationships. And this is an echo of resource dependents theory in some ways. I wonder if a network manager has to think more broadly. They have to think not only about the reciprocal returns between partners, like what the shared interests are, but also how the system, the network as a whole is greater than the sum of those partnerships. So they always have to focus on how the provision of complementary services will enhance everybody, not just in one particular relationship. But by promoting that network the whole set of actors in this network organization will have a return beyond that. So there's this joint interdependence of returns. So I think those are the two things. So if I had to say that the network managers were facultative and that they're concerned with that network hole in some ways beyond just any particular partnership. But finding that combination of complementarities, and promoting that for this kind of network organization is most of what you'd like. And sustaining it in a trusting way, so that it reaches its goals. So this is just an extension on everything you said, I don't think I'm adding that much, but hopefully just drawing attention to those two qualities. Network mentally understanding, and perhaps this focus on the whole network as having benefits and drawing people's attention to that, and finding ways to construct it so that's sustained.