Leveraging Social Factors

by Jay Deragon on 04/06/2011

What Factors Should You Leverage?What factors create the greatest influence with relations within the social space? Is it the relationship or technology?

First the definition of “relationship” defined as connection or association; the condition of being related.  The definition of “Factors” is defined as elements which actively contribute to the production of a result.

Results can also be defined by the interaction of all relationships collectively. In today’s digital economy it is relational and technological factors which are influencing disruption is everything.. 

Using other management tools such as a prioritization matrix, affinity diagramming and systemic mapping, the organization of factors can be aligned strategically. Using these tools, the alignment of relationships and efforts to maximize opportunities can be achieved with clarity of purpose and in context to  specific goals.

The dynamics of the current “social space” is filled with reactionary responses to the stimulus of opportunity fueled by both the hype and adoption of users to the new medium. These dynamics are creating a wave of change yet to be defined but speculated as significant and disruptive to say the least.

In the coming era, doing the exactly right next thing is far more fruitful than doing the same thing twice. Today’s market of networks appears to be “copying” what others are doing with few leaping ahead with innovative models that enhance multiple factors and improve results for specific or all stakeholders. The most influential factor for success is leveraging multiple factors, and relations, within the matrix and doing so expediently.

The question to ask ourselves is in what way if you understand the matrix can we inspire individual creativity to go beyond the matrix returning results that improve upon what is already available now and what might be!!! The collective resourcefulness underlying the factors is in reaching consensus while inspiring creative productivity which did not exist in the industrial age

Read the entire chapter on planning for all the “factors” here

{ 1 comment }

David Lawrence Hawthorne April 8, 2011 at 8:24 am

This is an fairly basic application of a sense-making appraoch (see, Cognitive Edge) to using the dynamics of relationships as source of information for marketing decisions. However, like a lot of uses, I think it oversimplies by using the “Dandelion” hub and spoke graph. A scaled up version would find this sub-graph in a region where many other structures of differing dynamics were connected to one or more elements in th ‘dandelion,’ exerting weak signals that affect the entire “dandelion” context. In other words, the danelion is not in isolation –nor are consuers or decision makers in marketing. This is a helpful tool, but to avoid the over simplification and premature closure on “insights” the user has to consider the exent to which infliuence is fleeting and vulnerable to influences from outside the market (weak signals). On the other hand, i really like the ’5 rules’. The most important insight for markets is the way they help mitigate mistaken concepts of “acting on the market” rather than ‘acting in the market.’ It would be like trying to teach sailors using static models in which the wind blows in a constant direction at a constant rate.
dh

Comments on this entry are closed.

{ 20 trackbacks }

Previous post:

Next post: