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CONNECTING PEOPLE & RESOURCES
Keast, 2011
INTEGRATION – UNPACKED: CONNECTIONS
IMPORTANCE OF CONNECTING & CONNECTORS Being connected is an inherent human need
How well you are connected and who you are connected to – helps to define outcomes Personally – wealth, education, happiness, health & life Professionally – career paths, resources, power & influence
Strength of weak ties theory
Particular configurations & where you are located that enables or constrains outcomes- patterns of the ties
The value of connectors – hubs
From cooperators to super-connectors
KEAST AND WOOLCOTT, MARCH 9 2015
LEVELS OF ANALYSIS
CommunityEffectiveness criteria: social capital, aggregate indicators wellbeing
NetworkEffectiveness criteria: membership growth, range of services, relationship strength – fit for purpose
Organisation/ActorEffectiveness criteria: client outcomes, linkages to people and services
KEAST AND WOOLCOTT, MARCH 9 2015
UNCONNECTED SERVICES: UNCONNECTED STUDENTS Community Level Audit:
1. Inventory resources (services, people and capitals) and
2. Assessment of level of integration (connection)1. Are core organisation involved /services2. Location
3. Identification of connectors (people) and mechanisms
4. How should the system be reconfigured?
Individual Level
5. Identify which services /resources (students) accessing
6. How well & nature of the connection
7. How should referrals/ pathways be reshaped to enhance connections
Keast February 2014
KEAST AND WOOLCOTT, MARCH 9 2015
ANALYSING VIA SOCIAL NETWORK ANALYSIS
Service systems are complex – multiple, overlapping layers of different networks Intuition not enough! Network Analysis Way to empirically assess/confirm relationshipsDelivers
visual representations – (maps) metrics (statistics for analysis/review)
Diagnostic & evaluative toolConfigure & reconfigure patterns of sales relationships
Where to put effort for maximum gain
SNA – allows for multiple levels of analysis! – linking individual networks to community
KEAST AND WOOLCOTT, MARCH 9 2015
AM NETWORX:NETWORK ANALYSIS
The processes of the ISAM framework are presented here as a network map
Each node represents a coordinator for each of the functions of asset management
The ties between the nodes are the relationships that must exist for efficient service delivery
The network map provides a blueprint for an‘ideal’ model for organisations to use in
strategic asset management
The aim is to structure organisational charts andand processes in the most efficient manner
possible for service delivery
DIAGNOSTIC - MISSING LINKS
Those networks that are not fully integrated, where the different functions are not connected, will be missing the links between them.
The links between “Acquisitions Planning” and both “Operations Planning” and “Maintenance” in the top right hand corner are missing.
The lack of these connections make it harder for these functions to co-ordinate or share information.
KEAST AND WOOLCOTT, MARCH 9 2015
SO,
Networks are here to say (as if they ever left) Can be used for good (or evil) Combination of art & craft AND science .....
Needs to be designed fit-for-purpose (strategic and deliberate) What are the connections you need Where do you already have social capital & can borrow of that? Where do you need to build relations – how are you going to do this?
What sort of connector are you/do you need/want to be? Need to understand networks & connections Personal, health, environmental, financial
Remember: individuals are powerful but networks uber powerful!