1. 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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Trends in Social Software

11. 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

12. Software that Detects and Maps Social Networks
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

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

14. Questions? Additional Resources Contact:
Contact:
Eric Lesser,
Patti Anklam,