Many of my colleagues are talking about social network analysis and how to best utilize the tools available. I keep coming back to the basics however. Companies are running lean, our time is more in demand and we have little room on our plates for anything extra. Before we put in place tools to analyze our networks, we must also consider how we use the information which will result.
I have great respect for SNA, and realize now that SNA technology is built into many of the tools we use on a regular basis, such as Amazon.com. Can we, within our organizations, truly understand how to leverage this technology to our best advantage?
I think we must first consider what we are trying to accomplish. If we are trying to locate experts within our organizations-- what we will do once we locate them? Do we want to have everyone call to ask their questions, no matter the question they have? Do we want to create opportunities for group questions and discussions to ensure more people learn from the individual questions? What is our objective and how can we enhance our ability to meet it?
If we are considering SNAs for other purposes, the same issues arise. Once we decide to put a tool in place, it is late to retrofit the behaviors/culture to leverage those tools. Instead, begin with the end in mind. What is it you are trying to change, create or reinforce in your organization via SNA? What do you need to do to make that happen, including the introduction of new tools? We are often guilty of the cart before the horse way of thinking and that leads to less then optimal outcomes from our endeavors. Consideration before hand generates great discussion and dialogue. Look to your goals, create a plan, don't let up and communicate. But do look to your goals first.
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