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

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

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* 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 sifnigicance of informal networks.
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The Hidden Power of Social Networks offers the most comprehensive application of social network analysis—a technique that reveals who is connected to whom in large, distributed groups—to the work of managers and leaders. The book outlines a host of specific and inexpensive actions at the individual, group, and organizational levels that can help promote vibrant employee networks by:
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'''Characteristics''':
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* They determine the behavior changes that will occur, setting the targets that are to be reached by the end of the training.  
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Bridging strategically important disconnects between departments or organizations
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Improving a network’s ability to sense and respond to opportunities
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Aligning the organizational context to energize and support networks
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Identifying overburdened employees and redistributing workloads
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Eliminating information bottlenecks
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Recognizing and supporting key “connectors”
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Pulling in peripheral people who represent untapped expertise
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Whether overseeing a department or a company, a work force scattered across a country or around the globe, this eye-opening book shows how to leverage social networks to create a more productive, efficient, and innovative organization.
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* For a most comprehensive application of social networ analysis, refer to the book: The Hidden Power of Social Networks where  a host of specific and inexpensive actions at the individual, group, and organizational levels that can help promote vibrant employee networks is outlined:
  
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Supporting partnership and alliances
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Assessing strategy execution
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Improving strategic decision making in top leaership networks
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Integrating Networks accross core processes
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Promoting innovation
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Ensuring integration post-merger o large-scale change
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Developing communities of practice
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<ref>  [The Hidden Power of Social Networks, Rob Cross & Andrew Parker, 2004 (03 November 2008),  http://www.km4dev.org/index.php/articles/books/274 www.km4dev.org </ref>
  
  

Revision as of 14:41, 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]

Characteristics:

  • They determine the behavior changes that will occur, setting the targets that are to be reached by the end of the training.
  • For a most comprehensive application of social networ analysis, refer to the book: The Hidden Power of Social Networks where a host of specific and inexpensive actions at the individual, group, and organizational levels that can help promote vibrant employee networks is outlined:

Supporting partnership and alliances Assessing strategy execution Improving strategic decision making in top leaership networks Integrating Networks accross core processes Promoting innovation Ensuring integration post-merger o large-scale change Developing communities of practice

[2]


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
  2. ↑ [The Hidden Power of Social Networks, Rob Cross & Andrew Parker, 2004 (03 November 2008), http://www.km4dev.org/index.php/articles/books/274 www.km4dev.org
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