1. Chapter 5 Social Network Analysis: Techniques to Discover How Work Really Gets Done

2. Social Network Analysis Social network analysis (SNA) Mapping and measuring of relationships and flows between people, groups, organizations, computers or other information/knowledge processing entities Identifying networks can help to improve knowledge flow and performance, identify key brokers and hoarders, etc.

3. Social Network Analysis Visual representation of who knows who and who shares information/knowledge with whom Nodes in the network represent people or groups Links show relationships or flows between nodes Identify patterns of interaction such as: Average number of links between people Number of subgroups Information bottlenecks Knowledge brokers Knowledge hoarders

4. SNA techniques Visualization tools used in conjunction with surveys –Use questions based on objectives –Good survey design is key consideration –www.keyhubs.comwww.keyhubs.com Cluster analysis – identify highly integrated subgroups –Clustering measures the connectivity around each node are a node’s neighbors also connected to each other? A high clustering measurement can reveal a clique or emergent community. Can be automated (e.g. email mapping)

5. SNA Metrics Centrality. Susan is a "connector" with 6 direct links to other nodes. Betweenness. Claudia has only 3 connections but holds a powerful position as the sole "boundary spanner" between different groups. Closeness. Sarah and Steven have the shortest paths to all others. They have an excellent view of what's going on.

6. Boundary Spanning Importance of Boundary Spanners –Boundaries can be functional areas, organization, geography, culture, etc. –Innovation often comes from boundary spanners –Boundary spanner must be good at navigating formal and informal organizational structures Harvard study (Ancona): Teams whose members could easily reach other teams in the organization and access the knowledge they needed were more successful than teams whose members had poor network connections

7. Expert Location Systems One of earliest KM applications –Expertise location systems or yellow pages Use software to create profile of individual’s expertise and connections between people –Can be based on interviews or questionnaires as well as published documents and email Can provide significant organizational benefit Use of SNS, social media to identify/develop expertise, connections But knowledge sharing not always about “finding out who knows what”

8. Obstacles to Knowledge Sharing People are usually rewarded for what they know –Disincentive to share –Maintaining connection between people and knowledge may mitigate –Changing incentive systems, organizational culture (Chapter 7) Lack of trust between provider of knowledge and receiver of knowledge –Receiver: Is information credible? –Provider: Will information be understood and used correctly

9. Undernet Knowledge sharing may be occurring informally Knowledge flows best when: –Climate of trust exists –Knowledge exchange is bidirectional –Sender and receiver view each other as credible SNA can help identify ‘undernet’ in organization

10. Discovering a COP IBM discovered world wide team of software testing experts Study goal: How is work actually performed in organization –Not how it is supposed to be done “With whom do you interact to perform the tasks and responsibilities you are assigned (exchange information, documents, and other resources)?” Two nodes/people are linked if they both confirm that they exchange and information and resources to get their jobs done. Each department involved in the study received a different color node

13. Common Characteristics of CoP’s A place to store stories, artifacts, tools, discussions, glossaries, historical events Virtual Workspace Improvement of members’ profession Common goal Participation fueled by trust, interest, credibility, professionalism, ethical behaviors Commitment

14. Roles and Responsibilities in CoP’s Active participants vs. lurkers (peripheral participants –Readers often outnumber posters 10:1 –More participation = more value Key roles in CoP –Visitors – visit without joining –Novices – new members, not much contribution until learn about community –Regulars – contribute and interact on sustained basis –Leaders – take on official role –Elders – subject matter experts, can maintain community history, familiar with knowledge area and community

15. Ensuring Success in Formal Organization Champion - ensures support in formal organization Sponsor - serves as bridge between CoP and rest of formal organization Members - in formal organization may be recruited for expertise –Share responsibility for marketing and promoting the COP Facilitator – responsible for clarifying communication and ensuring participation Practice leaders – responsible for themes Knowledge Integrators – ensure lack of duplication, interface with all CoP’s

16. Ensuring Success in Formal Organization Ensure that culture supports and encourages networking Employees need time for fulfilling knowledge sharing roles Membership in COP should be recognized and evaluated in performance review

17. Value of Social Capital Social capital is different than other types of capital Individuals do not control social capital in same way that they control other types of capital, e.g., money, must get cooperation to make use of social capital Benefits accrue to the community as a result of maintenance of positive relations between different subgroups Need strong relationships within groups as well as ‘bridging’ ties between groups “Bowling Alone” (Putnam 1995) Hard to quantify value Studies are beginning to find links Timely access to new information and resources that are otherwise unavailable Engagement, proactive behavior