Social Network Analysis (SNA)

• Identify those (individuals and groups) playing central roles (thought leaders, key knowledge brokers, information managers, etc);
• Identify bottlenecks and those isolated;
• Spot opportunities to improve knowledge flow;
• Target those where better knowledge sharing will have the most impact;
• Raise awareness of the significance of informal networks.

SNA is sometimes referred to as an "organizational X-ray", showing the real networks that operate underneath the surface of the organization structure.^[1]

Into the book "The Hidden Power of Social Networks" (Harvard Business, 2004), the authors Rob Cross & Andrew Parker outline a host of specific and inexpensive actions at the individual, group, and organizational levels that can help promote vibrant employee networks by:

• Supporting partnership and alliances
• Assessing strategy execution
• Improving strategic decision making in top leadership networks
• Integrating networks accross core processes
• Promoting innovation
• Ensuring integration post-merger or large-scale change
• Developing communities of practice. ^[2]