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Organizational Development for Knowledge Management at Water ...

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Social Network Analysis<br />

A process <strong>for</strong> mapping the rel<strong>at</strong>ionships among people, teams, or across organiz<strong>at</strong>ions.<br />

Supports: <strong>Knowledge</strong> sharing, organiz<strong>at</strong>ional learning, improved communic<strong>at</strong>ions,<br />

in<strong>for</strong>m<strong>at</strong>ion flows<br />

Many companies and organiz<strong>at</strong>ions invest a considerable amount of money in restructuring<br />

organiz<strong>at</strong>ional charts and reengineering business processes only to be disappointed with the<br />

results. This is because much of the work happens outside the <strong>for</strong>mal organiz<strong>at</strong>ional structure.<br />

Often wh<strong>at</strong> needs <strong>at</strong>tention is the in<strong>for</strong>mal organiz<strong>at</strong>ion, the networks of rel<strong>at</strong>ionships th<strong>at</strong><br />

employees from across functions and divisions to quickly accomplish tasks. These in<strong>for</strong>mal<br />

rel<strong>at</strong>ionships can cut through <strong>for</strong>mal reporting procedures to jump-start stalled initi<strong>at</strong>ives and<br />

meet extraordinary deadlines. However, in<strong>for</strong>mal networks can just as easily sabotage the best<br />

laid plans of companies by blocking communic<strong>at</strong>ion and fomenting opposition to change unless<br />

leaders know how to identify and direct them. Learning how to map these social links can help<br />

you harness the real power of your organiz<strong>at</strong>ion.<br />

Using social network analysis, it is possible to transl<strong>at</strong>e a myriad of rel<strong>at</strong>ionships and ties into<br />

maps th<strong>at</strong> show how the in<strong>for</strong>mal organiz<strong>at</strong>ion gets things done. In the simplest <strong>for</strong>m, these<br />

maps consist of a series of named dots (or "nodes"), each of which represents a person, and<br />

lines or arrows connecting the dots to represent the existence of rel<strong>at</strong>ionship between people.<br />

For example, the two individuals who have the largest number of connecting lines (the two dots<br />

with six lines each connecting to them) communic<strong>at</strong>e more with their coworkers than the<br />

individuals (represented by the outlying dots) who have only one connecting line.<br />

Some useful networks to understand within your organiz<strong>at</strong>ion might be:<br />

1. The advice network, which shows the prominent players in an organiz<strong>at</strong>ion on whom<br />

others rely to help them solve problems and provide technical in<strong>for</strong>m<strong>at</strong>ion<br />

2. The trust network, which shows which employees share delic<strong>at</strong>e political in<strong>for</strong>m<strong>at</strong>ion<br />

3. The communic<strong>at</strong>ion network, which reveals the employees who talk about work-rel<strong>at</strong>ed<br />

m<strong>at</strong>ters on a regular basis<br />

C-114<br />

©2011 W<strong>at</strong>er Research Found<strong>at</strong>ion. ALL RIGHTS RESERVED.

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