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A Guide to Social Network Analysis

Olivier Serrat
2009

The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.

The Social Network Groundswell


The information revolution has given birth to new economies structured around flows of data, information, and knowledge. In parallel, social networks have grown stronger as forms of human activity. Information and communication technologiesespecially social mediaexplain much but not all. Other catalysts of social networks include globalization; the emergence of the third sector, viz., civil and nongovernment organizations; recognition of the importance of social capital; and interest in knowledge management and organizational learning.

The Social Network Groundswell


Social networks are nodes of individuals, groups, organizations, and related systems that tie in interdependencies, viz., shared values, visions, and ideas; social contacts; kinship; financial exchanges; trade; membership in organizations; participation in events, etc.
Communities of practice are a recurrent form. Others are policy and advocacy networks; public-private policy networks; knowledge networks; etc. Functions differ too, with nodes behaving as filters, amplifiers, investors and providers, convenors, community builders, and/or facilitators.

The Social Network Groundswell


Networked organizations enjoy unifying purposes and clear coordination structures; consensus (born of shared interests); strength in numbers; representativeness; multiple, interactive communications (spanning horizontal and vertical dimensions); and dynamism and creativity (from rich communications).
When they succeed, social networks influence larger social processes by accessing diverse forms of capital as well as the information and knowledge content of these.

Define:Social Network Analysis


Social network analysis focuses on the structure of relationships among a set of actors.

Social network analysis maps and measures formal and informal relationships to identify what facilitates or impedes the information and knowledge flows that bind interacting units, viz., who knows whom and who shares what information and knowledge with whom through what media.

Applications of Social Network Analysis


If they are understood better relationships and knowledge flows can be measured, monitored, and evaluated, perhaps (for instance) to enhance organizational performance.
The results of social network analysis might be used to:
Identify individuals, teams, and units who play central roles. Discern information breakdowns, bottlenecks, structural holes, as well as isolated individuals, teams, and units.

Make out opportunities to accelerate knowledge flows across functional and organizational boundaries.
Strengthen the efficiency and effectiveness of existing, formal communication channels. Raise awareness of and reflection on the importance of informal networks and ways to enhance their organizational performance. Leverage peer support. Improve innovation and learning. Refine strategies.

The Process of Social Network Analysis


Typically, social network analysis relies on questionnaires and interviews to gather information about the relationships within a defined set of actors. The responses gathered are then mapped.
The data gathering and analysis process provides baseline information against which one can then prioritize and plan interventions to improve knowledge flows, which may entail recasting social connections.

The Process of Social Network Analysis


Social network analysis typically requires investigators to
Identify the network of individuals, teams, and units to be analyzed.

Gather background information, for example by interviewing senior managers and key staff to understand specific needs and issues.
Define the objective and clarify the scope of the analysis, and agree on the reporting required. Formulate hypotheses and questions.

Develop the survey methodology.

The Process of Social Network Analysis


Design the questionnaire. (Both open-ended and closed questions can be used.)
Survey the individuals, teams, and units in the network to identify the relationships and knowledge flows between them. Use a social network analysis tool to visually map out the network. Review the map and the problems and opportunities highlighted using interviews and/or workshops. Design and implement actions to bring about desired changes. Map the network again after a suitable period of time.

The Future of Social Network Analysis


Social network analysis is somewhat akin to an "organizational x-ray." Early uses were in investigations of leadership networks to sustain and strengthen their relationships within and across groups, organizations, and related systems. (Applications have also been found in areas as diverse as psychology and health.)

The Future of Social Network Analysis


With the rise of Facebook, Google +, LinkedIn, Twitter, etc., interest has grown in social network analysis of electronic communications. Most likely, social network analysis is set to emerge as a key technique in modern sociology.

Further Reading
ADB. 2008. Building Communities of Practice. Manila. Available: www.adb.org/publications/building-communities-practice ADB. 2009. Social Network Analysis. Manila. Available: www.adb.org/publications/social-network-analysis

ADB. 2009. Building Networks of Practice. Manila. Available: www.adb.org/publications/building-networks-practice


ADB. 2010. Social Media and the Public Sector. Manila. www.adb.org/publications/social-media-and-public-sector ADB. 2010. Informal Authority in the Workplace. Manila. www.adb.org/publications/informal-authority-workplace

Knowledge Management Center

Olivier Serrat
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge