ABSTRACT
Chapter 1 introduces the purpose of the book to help readers create positive change by using relational analytics to identify and build high-quality networks across functional, departmental, organizational, and sectoral boundaries. We then compare people analytics and relational analytics and describe their strengths and limitations. The primary strength of relational analytics is its ability to analyze and address interdependence while the primary limitation of people analytics is its inability to do so. However, both people analytics and relational analytics have the potential to be used to exert inappropriate control over people when used in non-transparent, non-participatory ways. We conclude by providing a chapter by chapter overview of the book.
