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Organizational Network Analysis

Organizational Network Analysis. Patti Anklam. An Organizational x-Ray. Each circle represents a person An arrow from one person to another indicates a communication flow Colors indicate functional groups (or could represent geographies, departments, or other classifications)

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Organizational Network Analysis

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  1. Organizational Network Analysis Patti Anklam

  2. An Organizational x-Ray • Each circle represents a person • An arrow from one person to another indicates a communication flow • Colors indicate functional groups (or could represent geographies, departments, or other classifications) • The larger the circle, the more senior the person in the hierarchy • People in the center are the most connected

  3. Business Week March, 2006

  4. Organizational Network Analysis • Is being used by many of the Fortune 100 to: • Assess current communications and decision-making flows • Make decisions about designing collaboration and communications frameworks that address issues of geographic, hierarchic, functional, and role-based • Network Roundtable Consortium at UVA has over 60 members engaged in research and practice

  5. A Baseline of Collaboration among the Management Team of a Global Organization I frequently or very frequently receive information from this person that I need to do my job. Function = Small Accounts = Large Accounts = Product Line A = Product Line B = Product Line C = Operations

  6. = Product Line A = Operations = Small Accounts = Product Line B = Product Line C = Large Accounts Stovepipes are very common, and can often be emphasized by removing, for example, the VPs and the administrators in the group Network Measures Density = 15% Cohesion = 2.6 Centrality = 6 I frequently or very frequently receive information from this person that I need to do my job.

  7. So we come to the big, “So what?” • Often the presentation of the results provides sufficient self-awareness for the group to move into action • Typical actions fall into three broad categories: • Make an organizational shift or adjustment: role change, role addition, relocation, etc. • Increase the knowledge capacity of the organization: provide opportunities for people to meet, to find one another on the web, add blogs, etc. • Focus on individual behaviors of key people to distribute knowledge sharing across the organization

  8. Impact of this Analysis Project • Organizational response: change the context • Established new roles for liaison • Clarified role of “single point of contact” • Develop the networks of relationships • Within groups: face-to-face • Across groups: put people on teams together • Establish cross-group presence at staff meetings • Individual • Reallocation of decision-making • Private and public commitments to change behavior

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