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

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

From Learning and training wiki

Share/Save/Bookmark
Jump to: navigation, search
 
(56 intermediate revisions by 4 users not shown)
Line 1: Line 1:
−
{{Term|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|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|knowledge sharing]]. After social relationships and [[Knowledge|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:
+
{{Term|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|knowledge organization]] and learning processes. While an organizational chart shows formal relationships of function and responsibility, SNA illustrates informal relationships: "who knows 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 or impede [[Knowledge Sharing|knowledge sharing]]. After social relationships and [[Knowledge|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:
  
  
Line 6: Line 6:
 
* Spot opportunities to improve knowledge flow;
 
* Spot opportunities to improve knowledge flow;
 
* Target those where better knowledge sharing will have the most impact;
 
* Target those where better knowledge sharing will have the most impact;
−
* Raise awareness of the sifnigicance of informal networks.
+
* 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|organization structure]]. <ref> Tools for Knowledge and Learning - A Guide for Development and Humanitarian Organisations, Ben Ramalingam, 2006. [http://www.webopedia.com www.webopedia.com], [http://www.answers.com www.answers.com], [http://www.odi.org.uk www.odi.org.uk], (25 July 2008) </ref>
+
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>
  
  
−
Common Social Network Analysis Applications are: <ref> The Hidden Power of Social Networks, Rob Cross, Andrew Parker, 2004 </ref>.}}
 
  
−
{| style="border:1px solid #E4AB52;background:#E4AB52;color:white;"  
+
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:  
−
|-
+
 
−
! width= "300pt" | Applications  
+
* Supporting partnership and alliances
−
! width= "750pt" | Content
+
* Assessing strategy execution
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;"  
+
* Improving strategic decision making in top leadership networks
−
| '''Supporting partnership and alliances'''
+
* Integrating networks accross core processes
−
|Executives are increasingly employing cross-organizational initiatives such as alliances or other forms of strategic partnerships to leverage their organization's unique capabilities. Social network analysis can illuminate the effectiveness of such initiatives in terms of information flow, knowledge transfer, and decision making.
+
* Promoting innovation
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;" 
+
* Ensuring integration post-merger or large-scale change
−
|'''Assessing strategy execution'''|| Core Competencies|competencies]] or capabilities in knowledge-intensive work are usually a product of collaboration accross functional or divisional boundaries. Social network analysis allows executives to determine whether the appropriate cross-functional or departmental collaborations are occuring to support strategic objectives.
+
* Developing [[Communities of Practice|communities of practice]]. <ref> The Hidden Power of Social Networks, Rob Cross & Andrew Parker, Harvard Business School Press, 2004, [http://www.km4dev.org/index.php/articles/books/274 www.km4dev.org] (3 November 2008)</ref>}}
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;" 
+
 
−
|'''Improving strategic decision making in top leadership networks''' || A core function of top executive teams is to acquire information, make sound decisions, and convey those decisions effectively to broader organization. Social network analysis, when done with both the top [[leadership|leadership]] team and the next layer down, can provide valuable diagnostic information to leadership. Not only can it help assess connections within a top leardership team, but it can also reveal how information is entering and leaving this group.
+
 
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;" 
+
{{Addlink |
−
|'''Integrating networks across core processes''' || Informal networks across core processes are often fragmented by functional boundaries. Both cognitive and organizational barriers often keep groups from effectively integrating unique expertise, which can damage quality, efficiency, and  [[Innovation|innovation]]. As the process map did for reengineering, social network analysis provides a diagnostic [[Assessment|assessment]] of information and knowledge flow both within and across functions critical to a core process.
+
Below you have a list of selected websites where you can find additional information on SNA:}}
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;" 
+
 
−
|'''Promoting innovation''' || Most innovation of importance is a collaborative endeavor. Whether concerned with new-product development or process improvement initiatives, social network analysis can be particularly insightful in assessing both how a team is integrating its expertise and the effectiveness with which it is drawing on the expertise of others within the organization.
+
{|border=1
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;" 
+
!Link
−
|'''Ensuring integration post-merger or large-scale change'''||Particularly in knowledge-intensive settings, large-scale change is fundamentally an issue of network integration. Social network analysis, done before a change initiative, can help inform the change process as well as identify central people within the network whom a sponsor mitht want to engage in design because of their ability to convey information ot others. Social netwok analysis can also be done as follow-up six to nine months after implementation. Quite often these assessments reveal significant issues that leaders need to address for the initiative to be successful.
+
!Content
−
|- style="border:1px solid #E4AB52;background:#F9F6D5;color:black;"
+
|-
−
|'''Developing communities of practice'''||[[Communities of Practice|communities of practice]] are usually not formally recognized within an organization but can be critical to an organization's ability to leverage expertise distributed by virtue of physical location or organizational design. Social network analysis can be used to uncover the key members of the community as well as assess overall health in terms of connectivity.
+
|[http://agelesslearner.com/articles/knowing_crossetal_tc600.html Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks]
 +
|An article by Rob Cross & Al. on supporting knowledge creation and sharing in Social Networks.
 +
|-
 +
|[http://www.analytictech.com/borgatti/papers/borgatti%20-%20making%20invisible%20work%20visible.pdf Making Invisible Work Visible: Using social network analysis to support strategic collaboration]
 +
|An article from the California Management Review on how  to leverage “Invisible” Social Networks for Visible Results .
 
|}
 
|}
  
Line 38: Line 41:
  
  
−
== REFERENCES ==
+
== References ==
 
<references/>
 
<references/>

Latest revision as of 13:31, 16 April 2010

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 knows 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 or 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 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]


Link icon.png Web Resources
Below you have a list of selected websites where you can find additional information on SNA:
Link Content
Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks An article by Rob Cross & Al. on supporting knowledge creation and sharing in Social Networks.
Making Invisible Work Visible: Using social network analysis to support strategic collaboration An article from the California Management Review on how to leverage “Invisible” Social Networks for Visible Results .



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)
  2. ↑ The Hidden Power of Social Networks, Rob Cross & Andrew Parker, Harvard Business School Press, 2004, www.km4dev.org (3 November 2008)
Retrieved from "http://learningwiki.unitar.org/index.php?title=Social_Network_Analysis_(SNA)&oldid=7894"