Difference between revisions of "Social Network Analysis (SNA)"

Difference between revisions of "Social Network Analysis (SNA)"

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SNA is sometimes referred to as an "organizational X-ray", showing the real networks that operate underneath the surface of the [[Organization Structure|organization structure]].<ref>  [http://webopedia.com webopedia.com] (25 July 2008) , [http://www.answers.com www.answers.com] (25 July 2008) , [http://www.odi.org.uk www.odi.org.uk] (25 July 2008) , [http://www.odi.org.uk/rapid/Tools/Toolkits/KM www.odi.org.uk/rapid/Tools/Toolkits/KM] (25 July 2008) </ref>
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SNA is sometimes referred to as an "organizational X-ray", showing the real networks that operate underneath the surface of the [[Organization Structure|organization structure]].<ref>  [http://webopedia.com webopedia.com] (25 July 2008) , [http://www.answers.com www.answers.com] (25 July 2008) , [http://www.odi.org.uk www.odi.org.uk] (25 July 2008) , [http://www.odi.org.uk/rapid/Tools/Toolkits/KM www.odi.org.uk/rapid/Tools/Toolkits/KM] (25 July 2008) http://www.km4dev.org/index.php/articles/books/274 </ref>
 
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Revision as of 13:58, 3 November 2008

Term2.png SOCIAL NETWORK ANALYSIS (SNA)
The mapping, measuring and comparison of relationships within and between individuals, groups, organizations, and systems in order to model the real-world interactions at the heart of knowledge organization and learning processes. While an organizational chart shows formal relationships of function and responsibility, SNA illustrates informal relationships: "who know whom" and "who shares with whom". SNA is used to examine how the interactions occur within an organization, allowing leaders to visualize and understand the diverse relationships that either facilitate of impede knowledge sharing. After social relationships and knowledge flows become visible, they can be evaluated, compared and measured. The results of SNA can be applied at the level of individuals, departments or organizations to:


  • 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 sifnigicance 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]



References

  1. ↑ webopedia.com (25 July 2008) , www.answers.com (25 July 2008) , www.odi.org.uk (25 July 2008) , www.odi.org.uk/rapid/Tools/Toolkits/KM (25 July 2008) http://www.km4dev.org/index.php/articles/books/274
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