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MAPPING THE GREAT BEYOND 67<br />

<strong>the</strong>re are some users who overlap between <strong>the</strong> organizations, <strong>in</strong> <strong>the</strong><br />

vast majority of cases <strong>the</strong>re is a division between <strong>the</strong> users; <strong>the</strong>y<br />

have a strong tendency to follow significantly more feeds from one<br />

organization than <strong>the</strong> o<strong>the</strong>r. This tendency is fur<strong>the</strong>r shown when<br />

<strong>the</strong> connections between users and accounts are added to <strong>the</strong> map,<br />

Figure 34. The density of <strong>the</strong> connections is visibly higher with<strong>in</strong><br />

<strong>the</strong> green or blue sections of <strong>the</strong> network than <strong>the</strong> area <strong>in</strong> <strong>the</strong> middle<br />

between <strong>the</strong> predom<strong>in</strong>antly FCO and British Council networks.<br />

Figure 34. FCO and BC followers 2<br />

At a basic level this demonstrates that <strong>the</strong> two organizations<br />

are communicat<strong>in</strong>g directly with largely different audiences.<br />

This may be preferable. On <strong>the</strong> o<strong>the</strong>r hand, organizations might<br />

prioritize shar<strong>in</strong>g audiences, potentially RT. The specific audiences<br />

will <strong>in</strong>fluence <strong>the</strong> success of this approach. An equally important<br />

observation is that two British Council feeds are <strong>in</strong>tegrated <strong>in</strong>to <strong>the</strong><br />

network of FCO followers to a greater extent than <strong>the</strong> network of<br />

British Council followers (seen middle left and lower right of Figure<br />

34). Understand<strong>in</strong>g why this is <strong>the</strong> case would provide fur<strong>the</strong>r<br />

<strong>in</strong>formation which can aid <strong>the</strong> ref<strong>in</strong>ement of strategy for each of <strong>the</strong><br />

organizations, depend<strong>in</strong>g on <strong>the</strong>ir priorities.

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