Using Social Network Analysisfor Organisational andPersonal Improvement
‘Whatever a central management imposes, informal networks develop in ways that shape how an organisation works. These multiple networks involve information-flow, knowledge transfer, work cooperation, support, friendship and antagonisms. They are crucial to organisational functioning’.
Reveals how much activity is going on and who are the most active members by counting the number of direct links each person has to others in the network.
Does not necessarily describe
power or influence.
People at the centre of the network:• are the connector or hub of
the network,• may be in an advantaged
position in the network.• are usually less dependent
on other individuals.• are often a deal maker or
broker.
Highlights people with the shortest paths to other people, thus allowing them to directly pass on and receive communications quicker than others in the organisation.
Is strongly correlated with organisational influence if the individual is a skilled communicator.
These individuals are often network brokers. They are often the ‘pulse-takers’ of the organisation.
Reveals individuals who:• connect disparate groups
within the network.• hold a favoured or
powerful position in the network.
• have great influence over what is communicated through the network.
• act as intermediaries
Identifies the bridges within the network. They may act as the true gatekeeper deciding what does or does not get passed through the network, or as the “third who benefits” by passing information to others to secure advantage..
Measures how well connected a person is and how much direct influence they may have over the most active people in the network
Measures how close a person is to other highly connected people in terms of the global or overall makeup of the network Is a reasonable measure of “network positional advantage” and/or perceived power.
Gatekeeper - a person who transmits information and other resources to the same group or team from sources external to that group or team.
Consultant - a person who intermittently takes the central lead by connecting others in the same group or team, but who belongs to another group or team.
Representative - a person who transmits information and other resources from their group or team to an external group or team.
Liaison - a person who transmits information and other resources from one group or team to another group or team, whilst themselves belonging to a different group or team.
Coordinator - a person who brokers connections within the same group or team.
‘In all businesses there are two organisations: one that is shown on the formal organisation chart and another that exists in reality. The latter is made up of not job titles or formal lines of authority, but rather influencers and other individuals.’
Organisational DynamicsBranch C – identified for amalgamation
The Branch communication dynamic is Provider/Seeker and Receiver/Transmitter. Note the brokerage roles are Gatekeeper, Consultant, and Liaison, and the scores are low. Authority is low, yet responsibility and accountability are high! Awareness and engagement are low. Is it a good idea to amalgamate this branch with another? If we are going to amalgamate this branch who should be part of the “guiding coalition”?
‘The real questions refuse to be placated. … They are the questions asked most frequently and answered most inadequately, the ones that reveal their true natures slowly, reluctantly, most often against your will’.
Ingrid Bengis, Author, 1973
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Cautions
Must clearly define the ‘unit of analysis’ – that is what are nodes, what are ties, and what are attributes.
Observations are usually regarded as the population of interest rather than a sample of some larger population of possible observations. Must define the population, and then cover the whole population to get meaningful network statistics.
The mathematical algorithms in the software treat the data as ‘deterministic’. That is, measurements are viewed as an accurate reflection of the ‘real’ or ‘final’ or ‘equilibrium’ state of the network. Clearly they are not!
Maps can be misleading or misinterpreted if “near network nirvana” is not achieved. Network Nirvana is only achieved when:
– every node is visible;– every node’s degree is countable, that is the number and direction of ties;– every tie can be followed from source to destination; and– clusters and outliers are identifiable.
Some measures can only applied legitimately in closed or bounded networks: for example, closeness centrality.
