Eric Lesser, IBM Patti Anklam, Hutchinson Associates Social Network Analysis (SNA): Understanding Organizations & Getting Results Relationships are the main activity of business and work. – Theodore Zeldin, Work futurist Eric Lesser, IBM Patti Anklam, Hutchinson Associates KMWorld 2003, Session B202

Contents About Social Network Analysis Management Team Case (Patti) Communities Case (Eric) Challenges in Delivering SNA projects (Eric) Trends in social networking software (Patti) ©2003 Patti Anklam

Social Network Analysis Knowledge flows along existing pathways in organizations. To understand the knowledge flow, find out what the patterns are. Create interventions to create, reinforce, or change the patterns to improve the knowledge flow. I frequently or very frequently receive information from this person that I need to do my job. ©2003 Patti Anklam

SNA Basics Survey Dimensions Data Points Know-about Information Communication Trust Problem-solving Decision-making Sense-making Distance (degrees of separation) Betweenness Density Centrality Brokers, gatekeepers, outsiders ©2003 Patti Anklam

Case: Executive Team Conducted first project with Rob Cross and Andrew Parker 85-person global group within 3,000-person organization Strong support from VP of HR “Solo” SNA of the global HR team Built credibility for the method ©2003 Patti Anklam

Executive Team in Professional Services I frequently or very frequently receive information from this person that I need to do my job. Functio n = Small Accounts = Large Accounts = Product Line A = Product Line B = Product Line C = Operations ©2003 Patti Anklam

Density Analysis Density. Data provides the percentage of information-getting relationships that exist out of the possible number that could exist. It is not a goal to have 100%, but to target the junctures where improved collaboration could have a business benefit. Frequently or very frequently receive ©2003 Patti Anklam

Results Organizational Knowledge networking Personal commitments Liaison role between large accounts and product line B Product Line B’s subsequent reorganization reflected greater collaboration and work reassignment Knowledge networking Individual group meetings included presentation of strategies from other groups Product Line C planned first face-to-face Personal commitments Manager of large accounts initiated organizational development work to remove himself as a bottleneck in communications ©2003 Patti Anklam

SNA as Network Discovery SNA doesn’t give answers, but it leads you to ask important questions SNA methodology uses a complexity model: Detect patterns; make interventions; see what new emerges You cannot predict the outcome; but you can reinforce positive patterns and alter the negative ones SNA is a diagnostic tool Positioned within a KM practice it can focus KM project resources where they will make the most difference SNA is also an intervention ©2003 Patti Anklam

Trends in Social Software

Social Networking Software – Categories Software that enables and supports individuals in creating and maintaining their own networks: Newsgroups, bulletin boards, Yahoo! groups Weblogs, wikis Software that supports affiliation-based communities: Ryze, Tribe.net Business networking software (FOAF) that extends contact management to contact-seeking applications Internet-centric: Friendster, LinkedIn Enterprise-focused: Spoke, VisiblePath, ZeroDegrees ©2003 Patti Anklam

Software that Detects and Maps Social Networks eMail Can include frequency as well as linkages Knowledge repository mining Verity, Lotus Discovery Server Expertise location Tacit, Kamoon, AskMe Connections in social software Explicit: Friendster, LinkedIn, Spoke, etc. Implicit: “Blogrolls,” web links ©2003 Patti Anklam

Question for “Birds of a Feather” ©2003 Patti Anklam

Questions? Additional Resources Contact: http://www.byeday.net/ http://www1.ibm.com/services/kcm/kcm_ikm.html Contact: Eric Lesser, elesser@us.ibm.com Patti Anklam, patti@byeday.net