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copyright © hutchinson associates 2005
The Knowledge is in the Network
Patti AnklamJune Holley
Valdis Krebs
Using Network Analysis to Understand and Improve Knowledge Management
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Our Three-Part Conversation
Overview of Network Analysis for Knowledge Management – Patti Anklam, Hutchinson Associates
Using Network Analysis to Manage Networks of Partnerships – Valdis Krebs, Orgnet
Sustaining a Development Network – June Holley, Executive Director, ACEnet
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So what is Social Network Analysis (SNA)?
Social Network Analysis is a mathematical and visual analysis of relationships / flows / influence between people, groups, organizations, computers or other information/knowledge processing entities – Valdis Krebs
A targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker
When applied to organizations, often (and increasingly) called Organizational Network Analysis (ONA)
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Networks Matter The complexity of work in today’s
world is such that no one can understand – let alone complete – atask alone Individual-individual Team-team Company-company
Strong networks are correlated with health: People with stronger personal networks are
healthier, happier, and better performers Companies who know how to manage alliances
are more flexible, adaptive and resilient
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Network maps provide insight and prompt questions Knowledge flows along
existing pathways in organizations.
To understand theknowledge 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.
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ONA Basics
Know-about Information Communication Trust Problem-solving Decision-making Sense-making
Distance (degrees of separation)
Density (overall connectivity)
Positional importance of individuals
What’s the Question? What’s Important to Know?
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Basic Steps in an ONA
Identify the business problem and the scope of the network
Collect data about the relevant relationships Use computer analysis tools Validate the findings through interviews and
workshops Design and implement interventions to
change the network Follow up
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Starting points for network analysis Improving collaboration within and across given
groups Understanding individual contributions to a group
Recognizing the work of central people Speeding the inclusion of peripheral people
Staffing teams and temporary projects Considering succession
Preparing for and facilitating organizational change
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Data Collection Methods Qualitative
Surveys Ethnographic research or interviews
Quantitative Transaction analysis (emails, phone calls, web
usage logs) Analysis of information artifacts (email,
documents, search strings) to identify similarity of interests
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Qualitative Survey Example
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Use Software to Analyze
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Assess the Context
What is impact of geographical distribution?
How connected are people within each country?
Are the people in the middle connectors or bottlenecks?
Source: http://www.robcross.org/sna10.htm
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Identify Key Patterns
Overly central people Outliers Disconnected
networks Internally focused
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Analyze and Interpret
I frequently or very frequently receive information from this person that I need to do my job.
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Metrics Derived from the Same Data Average distance (degrees of separation) Individual position in the network structure
How central certain individuals are Which individuals are “between” most others Who has the shortest average path to everyone
else in the network? Who has the most power?
Ratio of connections between internal (to group) and external (to other groups)
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MetricsDensity The percentage of ties that exist out of the
total possible that could existSmA Ops PL A PL B PL C LgA
10 5 8 8 9 10Small Accounts 72% 2% 11% 0% 2% 5%Operations 4% 85% 10% 5% 7% 12%Product Line A 8% 3% 77% 0% 1% 4%Product Line B 0% 13% 2% 73% 0% 17%Product Line C 2% 16% 1% 3% 54% 17%Large Accounts 2% 18% 5% 16% 12% 73%
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Identify Actions to Take
Organizational Leadership work Restructuring and process redesign Staffing and role development
Developing Networks Tools and technologies (expertise
locators, discussion forums, and so on) Collaborative knowledge exchange and
getting acquainted sessions Individual action
Personal and public Personal and private
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ONA has been used to address a variety of knowledge-related business problems Team building Assessing communications and connectivity across
groups Connecting overlooked knowledge assets Finding key connectors in organizations Generating leadership networks Performance benchmarking Facilitating mergers and acquisitions Diagnosing patterns in communities of practice Competency assessment Addressing the “lost knowledge problem”
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The Bottom Line
ONA doesn’t give answers, but it leads you to ask important questions
ONA methodology uses a complexity model: Detect patterns; dive deeper to understand Make interventions; see what new emerges You cannot predict the outcome; but you can reinforce
positive patterns and alter the negative ones ONA is a diagnostic tool
Positioned within a KM practice it can focus KM project resources where they will make the most difference
ONA is also an intervention – use it wisely