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Selected cases 2011 - applied social network analysis. Focus on knowledge management and change management. By Unilyze.
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Selected cases 2011 Collaboration & Knowledge Sharing
Applied social network analysis
”We’re not very good at networking”
0 10 20 30 40 50 60 70 80 90 1001100
5001000150020002500300035004000450050005500
# of possible
relations
# of employees
50 employees = 1225 relations
30 employees = 435
relations
100 employees = 4950
relations
Source: Christian Stadil & Christian Waldstrøm. ”Corporate Networking”. 2009 Gyldendal Business
Barriers for knowledge sharing
Critical factor
Organizational level
Who shares knowledge?
Opportunity Infrastructure
Which knowledge is shared?
Ability Info-structure
Why is knowledge shared?
Motivation Incentive structure
Which outcome? Trust Organizational culture
Source: Christian Waldstrøm (med Bent Engelbrecht) 2007. ”Ledelse af Netværk - Virksomhedens
Skjulte Ressource” Børsens Forlag
CaseNew Office
Mapping of collaboration network
Special interest in
› physical distance
› importance of collaboration
› communication vulnerability
Impact
› New awareness of key players
› Rejected plans for a new office landscape and building of new facilities. Source: Morten Steen: ”Jeg havde aldrig tænkt på den løsning” JP Human Ressource – September 2010
CaseAmbassador networks
300 Vestas ambassadors were
analyzed to understand their
collaboration
Impact
› Focused work on how to leverage the high cohesion
› Awareness of mechanisms for ambassador selection.
Case Company Knowledge Day
DIS wanted to apply a network analysisin order to stimulate a knowledgesharing culture.
Impact
› Complete shift of focus from ‘more communication’ to ‘better collaboration”
› Understanding of five subunits instead of two
› Opposing views on when to include colleagues in ongoing work processes.
Source: Annette Sand: ”Ingeniører skal dele mere viden” Erhvervsbladet – 26. November 2010
Case Unproductive meetings
Odense Municipality engaged in a network analysis to map collaboration among the teachers (192 respondents).
Impact › Reduction in unproductive meetings (20 => 4)› A reduction of 2400 hours/year spent in meetings.
Source: Morten Steen: ”Færre ligegyldige møder” JP Human Ressource – September 2010
Network analysis in Danish organizations
Contact
Unilyze
Pantheonsgade 10, 3 sal
5000 Odense C
Denmark
Mail: [email protected]
Telefon: + 0045 26 17 97 76
