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How to Ask for a Favor: A Case Study on the Success of Altruistic Requests

Requests are at the core of many social media systems such as question & answer sites and online philanthropy communities. While the success of such requests is critical to the success of the community, the factors that lead community members to satisfy a request are largely unknown. Success of a request depends on factors like who is asking, how they are asking, when are they asking, and most critically what is being requested, ranging from small favors to substantial monetary donations. We present a case study of altruistic requests in an online community where all requests ask for the very same contribution and do not offer anything tangible in return, allowing us to disentangle what is requested from textual and social factors. Drawing from social psychology literature, we extract high-level social features from text that operationalize social relations between recipient and donor and demonstrate that these extracted relations are predictive of success. More specifically, we find that clearly communicating need through the narrative is essential and that that linguistic indications of gratitude, evidentiality, and generalized reciprocity, as well as high status of the asker further increase the likelihood of success. Building on this understanding, we develop a model that can predict the success of unseen requests, significantly improving over several baselines. We link these findings to research in psychology on helping behavior, providing a basis for further analysis of success in social media systems.


How to Ask for a Favor: A Case Study on the Success of Altruistic Requests
Tim Althoff, Cristian Danescu-Niculescu-Mizil, Dan Jurafsky

http://arxiv.org/abs/1405.3282


Via Complexity Digest
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Important information about micro processes that make networks work well!

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The End of ‘Genius’

The End of ‘Genius’ | networks and network weaving | Scoop.it
The idea of the solitary creator is a myth that has outlived its usefulness.
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How collective comparisons emerge without individual comparisons of the options

Collective decisions in animal groups emerge from the actions of individuals who are unlikely to have global information. Comparative assessment of options can be valuable in decision-making. Ant colonies are excellent collective decision-makers, for example when selecting a new nest-site.


Via Complexity Digest, Ashish Umre
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Social Technology and the Changing Context of Leadership

Social Technology and the Changing Context of Leadership | networks and network weaving | Scoop.it

Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century.


Via Kenneth Mikkelsen
june holley's insight:

Some really important material on connection between leadership and social technology...

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Joe Boutte's curator insight, June 23, 4:54 AM

Everyday leadership integrates all modes of communications.  21st century leaders should leverage new social technologies to communicate strategy, ideas, news, and priorities.  Unleashing communications from the email treadmill to extend and enhance face-to-face and other traditional communications methods is a force multiplier for organizational leadership.

Donna Karlin's curator insight, June 24, 5:12 AM

In an increasingly global community this is critical. Collaboration across borders and in increasingly virtual work environments, a new playbook is in order.

Donna Karlin's curator insight, June 24, 5:19 AM

In an increasingly virtual work environment and global community this is critical

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Is being liquid enough to innovate toward policy success?

Is being liquid enough to innovate toward policy success? | networks and network weaving | Scoop.it
Is being liquid enough to innovate toward policy success?
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5 differences between complexity & systems thinking | Better Evaluation

5 differences between complexity & systems thinking | Better Evaluation | networks and network weaving | Scoop.it
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Really good comparison...

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Digital transformation requires better organisational structures

Digital transformation requires better organisational structures | networks and network weaving | Scoop.it
The following is an outline of the keynote I gave today at the 7th Social Business Forum in Milan, with slides embedded at the bottom of the post: When considering the ‘why’ of social business, it is worth starting at an even more fundamental level: why do large firms exist? Ronald Coase said it was …
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The Cold Dark Path

The Cold Dark Path | networks and network weaving | Scoop.it
Two Competing Loops


This week at the first meeting of the League of Social Intrapreneurs in Melbourne I was introduced to the Berkana Institute two loops theory of change. The model of change in complex systems resonated immediately.


When a system nears its peak, change agents identify the need for alternatives and drop out.  They connect and begin to explore alternatives nourishing a new system through experimentation. Eventually the stories of their success illuminates the change to those who remain in the old declining system.


A four step model with four simple verbs seems clear and straightforward. Why is it that the path of change is such a cold dark path?


Nobody Warns You about the Dip


Stepping out of a warm and comfortable ongoing system with its present day rewards is a daunting uncertain choice however bleak the future of that system may look. Those with most to gain will oppose the agents of change who name the issues and start to work on alternatives. Opposition will not always be fair or balanced.




Sign you made it as a change agent: someone misapplies a political label, impugns your integrity or questions your sanity. #caww


— Simon Terry (@simongterry)

July 3, 2014






Most difficult of all is that dip in the diagram above. The uncertainty and the need to build a new complex future means the alternative system starts along way back and with a great deal more risk. Selling another path even to yourself can be a challenge in this scenario.


All the discussions about collaboration, requests for advice and stories shared among change agents at the League of Social Entrepreneurs, in Responsive Organisation, in Change Agents Worldwide or in other conversations that I have with unreasonable people belong at the bottom of the loop where people struggle nourishing new alternatives.


We must embrace the fact that the road to change is a road with dips and uncertainties. Proceeding any other way does not prepare people for the work ahead.


Nourishing Change Takes Hard Work


Most change fails after the connect stage.  Declaring a need for change is initially easy and exhilarating. Manifestos are thrilling. Connecting with other like minded people has a wonderful effect for the spirits and is a great way to reinforce the need for change.


Then nothing happens for a really long time. It grows cold and dark on the path of change.


Lots of drudgery dogs those walking the cold dark path of change. Meetings need to be organised and venues found. Compromises need to be negotiated between people who are 99% aligned. Factions and fragmentation occurs and saps the energy of everyone. More change agents need to be recruited, especially for the work. Experiments need to be agreed, funded and run. Failed experiments need to be cleaned up. New experiments agreed, funded and implemented. Success needs to be found. Someone needs to find money or work out the details of the new model. Communication materials don’t write themselves. Just when success seems inevitable the dying system finds a way to set you back.


Change falls apart when the connected agents of change won’t work the experiments long or hard enough to nourish the success of the new system. If they won’t invest the time to build new connections, share successes, to solve the daily issues and to innovate a path forward then the nourish stage will never offer an opportunity to others to join in the change.


If the organisers of the first meet up about a change end up with all the actions, then a change initiative has work to do to find others to nourish the change. Engaging others in the work matters more than engaging them in the idea of the change.


Join in the Work


Lots of people want to join change at the exhilarating beginning and again at the celebratory end. Traditional management focus only on the beginnings and the endings but leadership is found in realising the collective potential of the journey.


The question is who is willing to walk the cold dark road. Those change agents who do the leadership work of nourishing new experiments shape the future. That path is hard but the work is the most purposeful and rewarding. 

Via Anne Landreat
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Anne Landreat's curator insight, July 8, 4:11 PM

Ardu, le chemin de la transformation réelle, incarnée, du passage grandeur nature d'un système à un autre, l'est certainement.

Décourageant, déstabilisant, submergeant parfois aussi. Mais froid et sombre ? Non, pas si la transformation est effectivement accompagnée et nourrie, avec bienveillance et savoir-faire. Et que l'effet boule de neige, engagement d'un nombre toujours croissant de participants actifs dans le projet de changement est recherché et facilité sans relâche.

Alors, tout est possible.

Rescooped by june holley from Social Foraging
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Frontiers in Ecology Evolution and Complexity

Frontiers in Ecology Evolution and Complexity | networks and network weaving | Scoop.it

Advances in molecular biology, remote sensing, systems biology, bioinformatics, non-linear science, the physics of complex systems and other fields have rendered a great amount of data that remain to be integrated into models and theories that are capable of accounting for the complexity of ecological systems and the evolutionary dynamics of life. It is thus necessary to provide a solid basis to discuss and reflect on these and other challenges both at the local and global scales. This volume aims to delineate an integrative and interdisciplinary view that suggests new avenues in research and teaching, critically discusses the scope of the diverse methods in the study of complex systems, and points at key open questions. Finally, this book will provide students and specialists with a collection of high quality open access essays that will contribute to integrate Ecology, Evolution and Complexity in the context of basic research and in the field of Sustainability Sciences

 

Frontiers in Ecology, Evolution and Complexity
Editors: Mariana Benítez, Octavio Miramontes and Alfonso Valiente-Banuet
Prologue by Stuart A. Kauffman
http://scifunam.fisica.unam.mx/mir/copit/TS0012EN/TS0012EN.html ;


Via Complexity Digest, Ashish Umre
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Downloadable book.

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Rescooped by june holley from Complex World
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The Strength of the Strongest Ties in Collaborative Problem Solving

The Strength of the Strongest Ties in Collaborative Problem Solving | networks and network weaving | Scoop.it
Complex problem solving in science, engineering, and business has become a highly collaborative endeavor. Teams of scientists or engineers collaborate on projects using their social networks to gather new ideas and feedback. Here we bridge the literature on team performance and information networks by studying teams' problem solving abilities as a function of both their within-team networks and their members' extended networks. We show that, while an assigned team's performance is strongly correlated with its networks of expressive and instrumental ties, only the strongest ties in both networks have an effect on performance. Both networks of strong ties explain more of the variance than other factors, such as measured or self-evaluated technical competencies, or the personalities of the team members. In fact, the inclusion of the network of strong ties renders these factors non-significant in the statistical analysis. Our results have consequences for the organization of teams of scientists, engineers, and other knowledge workers tackling today's most complex problems.

Via Claudia Mihai
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Social Technology and the Changing Context of Leadership

Social Technology and the Changing Context of Leadership | networks and network weaving | Scoop.it

Social technologies with their inherent democratic, anti-hierarchical quality easily transcend internal and external boundaries, suddenly creating a powerful thrust for horizontal collaboration and participation. They give each and every member of an organization a creative voice and enable real-time virtual connectivity in a way we have never seen before. This makes them a great catalyst for the organizational principles that are required by the new leadership context of the 21st century.


Via Kenneth Mikkelsen
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Donna Karlin's curator insight, June 24, 5:12 AM

In an increasingly global community this is critical. Collaboration across borders and in increasingly virtual work environments, a new playbook is in order.

Donna Karlin's curator insight, June 24, 5:19 AM

In an increasingly virtual work environment and global community this is critical

june holley's curator insight, July 19, 4:33 AM

Some really important material on connection between leadership and social technology...

Rescooped by june holley from Talks
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▶ Dirk Helbing: How to Create a Better World - YouTube

It probably started with Linux, then came Wikipedia and Open Street Map. Crowd-sourced information systems are central for the Digital Society to thrive. So, what's next? I will introduce a number of concepts such as the Planetary Nervous System, Global Participatory Platform, Interactive Virtual Worlds, User-Controlled Information Filters and Reputation Systems, and the Digital Data Purse. I will also introduce ideas such as the Social Mirror, Intercultural Adapter, the Social Protector and Social Money as tools to create a better world. These can help us to avoid systemic instabilities, market failures, tragedies of the commons, and exploitation, and to create the framework for a Participatory Market Society, where everyone can be better off.


https://www.youtube.com/watch?v=I_Lphxknozc


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Rescooped by june holley from Leadership, Strategy & Management
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The Future of Organization

Aiming to eliminate the compromises in organizational life. Covering some interesting and provocative ideas, spanning human rights, complexity science, the d...

Via Emeric Nectoux
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Systems Thinking, Critical Realism and Philosophy: A Confluence of Ideas (by John Mingers)

Systems Thinking, Critical Realism and Philosophy: A Confluence of Ideas (Ontological Explorations)

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This book seeks to re-address the whole question of philosophy and systems thinking for the twenty first century and provide a new work that would be of value to both systems and philosophy. This is a highly opportune time when different fields – critical realism, philosophy of science and systems thinking – are all developing around the same set of concepts and yet not realizing it.

This book will be of interest to the academic systems community worldwide and due to it's interdisciplinary coverage, it will also be of relevance to a wide range of scholars in other disciplines, particularly philosophy but also operational research, information systems, and sociology.

 

 


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Rescooped by june holley from Complexity - Complex Systems Theory
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Crowdsourcing for Participatory Democracies: Efficient Elicitation of Social Choice Functions

We present theoretical and empirical results demonstrating the usefulness of voting rules for participatory democracies. We first give algorithms which efficiently elicit \epsilon-approximations to two prominent voting rules: the Borda rule and the Condorcet winner. This result circumvents previous prohibitive lower bounds and is surprisingly strong: even if the number of ideas is as large as the number of participants, each participant will only have to make a logarithmic number of comparisons, an exponential improvement over the linear number of comparisons previously needed. We demonstrate the approach in an experiment in Finland's recent off-road traffic law reform, observing that the total number of comparisons needed to achieve a fixed \epsilon approximation is linear in the number of ideas and that the constant is not large.
Finally, we note a few other experimental observations which support the use of voting rules for aggregation. First, we observe that rating, one of the common alternatives to ranking, manifested effects of bias in our data. Second, we show that very few of the topics lacked a Condorcet winner, one of the prominent negative results in voting. Finally, we show data hinting at a potential future direction: the use of partial rankings as opposed to pairwise comparisons to further decrease the elicitation time.


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Coaction versus reciprocity in continuous-time models of cooperation

Cooperating animals frequently show closely coordinated behaviours organized by a continuous flow of information between interacting partners. Such real-time coaction is not captured by the iterated prisoner׳s dilemma and other discrete-time reciprocal cooperation games, which inherently feature a delay in information exchange. Here, we study the evolution of cooperation when individuals can dynamically respond to each other׳s actions.


Via Complexity Digest, Ashish Umre
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A Network Way of Working: A Compilation of Considerations about Effectiveness in Networks

A Network Way of Working: A Compilation of Considerations about Effectiveness in Networks | networks and network weaving | Scoop.it
Networks aren’t new, but the role they play in our working lives is expanding significantly through technology. The potential for impact is great, but newly enhanced networks require new strategies.
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Ivon Prefontaine's curator insight, July 18, 6:33 PM

This is an excellent article with a detailed bibliography. It would be worthwhile for School managers to read and begin to realize networks are more organic and complex than just externally ordering them and insisting they happen.

Rescooped by june holley from Homo Agilis (Collective Intelligence, Agility and Sustainability : The Future is already here)
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‘Wisdom of the crowd’: The myths and realities

‘Wisdom of the crowd’: The myths and realities | networks and network weaving | Scoop.it
Are the many cleverer than the few? Phil Ball explores the latest evidence on what can make groups of people smarter – but can also make them wildly wrong.

Via Claude Emond
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Ivon Prefontaine's curator insight, July 12, 10:25 AM

Some interesting observations about the way striving for consensus impacts accuracy. With misinformation, and there is an abundance, we move away from accuracy, not that we can ever know something completely.

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[1407.1549] Resilience of human brain functional coactivation networks under thresholding

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Fascinating hints about effective networks.

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Rescooped by june holley from Peer2Politics
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Mass collaboration: How we can transform the impact of public funding | IPPR

Mass collaboration: How we can transform the impact of public funding | IPPR | networks and network weaving | Scoop.it
In this provocative and practical paper, social entrepreneurship leader Matthew Pike sets out a course of action for a wholesale change of culture, decision-making and accountability in the contracting of public services, to take advantage of a 'rare window of opportunity to transform how government works with others'.

Via jean lievens
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Rescooped by june holley from Open Source Thinking
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Social Networking Enabled Organisational Change

Social Networking Enabled Organisational Change | networks and network weaving | Scoop.it
Social networking enabled organisational change can improve staff engagement, enable innovation, increase agility & facilitate transformational change.

Via the Change Samurai, Anne Landreat
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Anne Landreat's curator insight, July 8, 11:59 PM

Oui. A condition que les réseaux existes et soient cultivés et encouragés IRL. Le "réseau social" n'est qu'un outil. Il n'a aucune utilité en lui-même. Tout dépend de l'usage qu'on en fait, de l'humain ou des humains qui s'en servent.

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Regardless of our city's size, we all live in ‘villages’

Regardless of our city's size, we all live in ‘villages’ | networks and network weaving | Scoop.it
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Thanks Sandy maxey!

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Liz Rykert's curator insight, July 4, 6:31 AM

Thanks for this great scoop June! Would not expect les form SantaFe Institute and MIT - here is my favourite quote:


“People tend to think of cities as people, buildings, roads, pipes, and so on,” he says. “But at a more fundamental level, cities are really about connections. These connections form networks of people and organizations that enable the production of all products of civilization, from modern economies and fast innovation to complex bureaucracies and political institutions.”


“That social interactions per person increase with city size begins to explain how so many socioeconomic quantities, from GDP to violent crime, scale superlinearly,” he adds. “We had developed theory that predict the superlinear growth of social connections in the way we observe here, but this is the first time that we can observe this phenomenon directly and explore it in detail! It is tremendously exciting.”

Rescooped by june holley from Complex World
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Multiple percolation transitions in a configuration model of a network of networks

Multiple percolation transitions in a configuration model of a network of networks | networks and network weaving | Scoop.it

Recently much attention has been paid to the study of the robustness of interdependent and multiplex networks and, in particular, the networks of networks. The robustness of interdependent networks can be evaluated by the size of a mutually connected component when a fraction of nodes have been removed from these networks. Here we characterize the emergence of the mutually connected component in a network of networks in which every node of a network (layer) alpha is connected with q_alpha its randomly chosen replicas in some other networks and is interdependent of these nodes with probability r. We find that when the superdegrees q_alpha of different layers in a network of networks are distributed heterogeneously, multiple percolation phase transition can occur. We show that, depending on the value of r, these transition are continuous or discontinuous.


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Summer School 2014 in Neuroergonomics and Sociogenesis - biourbanism.org

Summer School 2014 in Neuroergonomics and Sociogenesis - biourbanism.org | networks and network weaving | Scoop.it
“WHAT IF, INSTEAD OF BREAKING THEM, THE DESIGN OF CITIES COULD NATURALLY FEED SOCIAL TIES? THERE MUST BE A WAY FOR URBAN PLANNERS TO MAKE CITIES MORE HUMAN-CENTRED AND HAPPY, BY FOCUSING ON THE EFFECTS THAT THE BUILT ENVIRONMENT HAS ON SOCIALITY.„ This ISB Summer School presents a challenging programme in “Neuroergonomics and Sociogenesis”, to be held in Artena, Italy, …
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Fascinating term: biourbanism, neuroergonomics, sociogenesis! I want to learn more..

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Who would you like to sit near at work?

Who would you like to sit near at work? | networks and network weaving | Scoop.it
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Complexity and the Art of Public Policy: Solving Society's Problems from the Bottom Up: David Colander, Roland Kupers: 9780691152097: Amazon.com: Books

Complexity and the Art of Public Policy: Solving Society's Problems from the Bottom Up

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Complexity and the Art of Public Policy: Solving Society's Problems from the Bottom Up [David Colander, Roland Kupers] on Amazon.com. *FREE* shipping on qualifying offers. Complexity science--made possible by modern analytical and computational advances--is changing the way we think about social systems and social theory. Unfortunately
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