Maximizing Knowledge Flow using Informal Network
The success of an employee is often not because its ability to handle a problem, but rather to how one can connect the knowledge that exist in the organization and use it as an effective resources. Harvard call it social capital
Social Network Analysis (SNA) is an answer to the need for social capital. SNA is able to visualize the social relationship and the flow of information in quantitative and statistical information. Those information are used to facilitate the organization and leaders to map the flow of information, knowing the barriers (information bottleneck), key player who have high access, and improve the effectiveness of information flow.
SNA enables organizations to understand how social relationship occur in daily activities. With a better understanding of the relationship, as well as the flow of knowledge, your organization can find a more effective way to play its role.
Here are three benefits of SNA for the organization:
- “Organizational x-ray” of organization's formal structure. Formal structure in form of boxes and lines do not always describe of how the work is completed. SNA provides a clear picture of how work is done.
- Knowing the individual who became key player in the organization. Formal leader are often not the real leader (de jure). By knowing the key player, organizations can provide more focus to maximize its potential.
- Providing advice from best practices of how to create a more resilient, healthy and cohesive networks. Networks across core processes are often fragmented by functional or hierarchical boundaries. These barriers can keep groups from integrating unique expertise and thus decrease quality and efficiency.