• Internal work-related networks include peers in the same formal work teams, virtual teams, project teams, task forces, committees, and communities. These are the people with whom you regularly work in order to accomplish assigned objectives. For example, employees involved in contract administration.
  • External work-related networks include counterparts in different organizations who have regular business dealings. These are business partners, suppliers, subcontractors, customers, vendors, governing bodies, associations, and other entities who depend on one another. For example, sales account managers and the purchasing agents in their customer accounts.
  • Internal interest-related networks include colleagues throughout the organization who share an interest in a topic and touch base periodically or through involvement in internal communities. The topic may not relate directly to the current job assignment. For example, Green Belts, Black Belts, or Master Black Belts in Six Sigma methods.
  • External interest-related networks include colleagues in different organizations who share an interest in a topic and touch base periodically or through involvement in external communities. These networks are often built through attendance at conferences, reading and publishing in periodicals, participation in threaded discussions, and commenting on each other’s blog posts. For example, those who attend a knowledge management conference and participate in a birds-of-a-feather lunch discussion.
  • Internal personal networks include those who have worked together in the past, reside in the same office, or who have met at meetings or training classes and developed friendships. These people stay in touch primarily for social reasons, but they help each other whenever possible. For example, members of different groups who spent three weeks together attending the same new-hire training class.
  • External personal networks include those who know each other socially, have worked together in the past, or who have met while traveling. These people may exchange business cards, add each other to their contact lists, and connect using social software such as LinkedIn. For example, neighbors who all work in different industries.
  • Friends
  • Friends of friends
  • Acquaintances
  • Professional colleagues
  • Coworkers
  • Friends or contacts: two-way; mutually accepted
  • Followers: one-way; not mutually accepted
  • Members who replied to, liked, or shared your posts, or mentioned you
  • Fellow commenters on the same post or thread
  • Other members not in one of these categories; not individually connected
  1. Social Network Analysis
  2. 10 Types of People Connections
  3. Personal Networking FAQ
  4. Knowledge Networking and Social Networking by David Gurteen
  5. How Online Social Networks Benefit Organizations by Lisa Kimball and Howard Rheingold
  6. Social Networking: Still Not Meeting its Critical Promise by Dave Pollard
  7. Social Networks: An International Journal of Structural Analysis
  1. Understanding Social Networks: Theories, Concepts, and Findings by Charles Kadushin
  2. Connected: The Surprising Power of Our Social Networks and How They Shape Our Lives — How Your Friends’ Friends’ Friends Affect Everything You Feel, Think, and Doby Nicholas A. Christakis and James H. Fowler
  3. Social Physics: How Social Networks Can Make Us Smarter by Alex Pentland
  4. Achieving Success Through Social Capital: Tapping Hidden Resources in Your Personal and Business Networks by Wayne Baker

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Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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Stan Garfield

Stan Garfield

Knowledge Management Author and Speaker, Founder of SIKM Leaders Community, Community Evangelist, Knowledge Manager https://sites.google.com/site/stangarfield/

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