copyright © hutchinson associates 2005 the knowledge is in the network patti anklam june holley...

copyright © hutchinson associates 2005

The Knowledge is in the Network

Patti AnklamJune Holley

Valdis Krebs

Using Network Analysis to Understand and Improve Knowledge Management

copyright © hutchinson associates 2005 2

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


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)


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


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.


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?


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


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


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


Qualitative Survey Example


Use Software to Analyze


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


Identify Key Patterns

Overly central people Outliers Disconnected

networks Internally focused


Analyze and Interpret

I frequently or very frequently receive information from this person that I need to do my job.


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)


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%


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


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”


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

copyright © hutchinson associates 2005 the knowledge is in the network patti anklam june holley...

Documents

network connectivity

network maps

development network

social network analysis

knowledge management

network patti anklam

acenet slide

resilient slide