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Social network analysis (SNA) is the mapping and measuring of relationships and flows between people, groups, organizations, animals, computers or other information/knowledge processing entities. The nodes in the network are the people and groups while the links show relationships or flows between the nodes. SNA provides both a visual and a mathematical analysis of human relationships. Management consultants use this methodology with their business clients and call it Organizational Network Analysis (ONA). A method to understand networks and their participants is to evaluate the location of actors in the network. Measuring the network location is finding the centrality of a node. These measures help determine the importance, or prominence, of a node in the network. Network location can be different than location in the hierarchy, or organizational chart. We look at a social network, called the "Kite Network" (see above), developed by David Krackhardt, a leading researcher in social networks. Two nodes are connected if they regularly talk to each other, or interact in some way. For instance, in the network above, Andre regularly interacts with Carol, but not with Ike. Therefore Andre and Carol are connected, but there is no link drawn between Andre and Ike. This network effectively shows the distinction between the three most popular individual network measures: Degree Centrality, Betweenness Centrality, and Closeness Centrality.

I recently read a very interesting post by Terry Anderson, Edublogers as a Network of Practice. Network of Practice - a distributed aggregation of members who share some common interests and values, but their correspondence and especially face to face meetings occur much less often or not at all. Leadership and activities in a NoP are emergent and usually informal. NoP members interact sporadically and develop their network in an informal and spontaneous manner that is occasioned through blogs, social software based communities, perhaps a face-to-face or online conference, newsgroup, mailing list or other shared social networking interactions. Membership in a NoP is voluntary, usually open, often transitory and likely many of the NOP members are strangers to each other.

"Networks grow from separate nodes, to a hierarchical organization where one node manages the connections, but the true power of a network is unleashed when every node knows what the goal is and the nodes coordinate to achieve it. It is this unleashing of the power of the network that we want to facilitate. But if you build it, they may not come. Networks take nurturing. Using the gardener or landscaper metaphor, yesterday I said that networks need seeding, feeding, and weeding. "

Template for Building a Small Powerful Network December 15, 2008 · 58 comments networkThis post is somewhat inspired by a thought Jeff Pulver tossed out as an aside at his Social Media Jungle prototype in Long Island a few weeks ago. Hat tip to you, Jeff. Jeff Pulver said this: "We're making our own dial tone." In such a typical Jeff Pulver way, he tossed out a little idea that had been bouncing around his head, but that he hasn't rolled into any particular context yet, so I'm going to run with it. I've got an idea that came to me tonight about Twitter (amongst other social networks), and I'm going to share it with you: take that dial tone idea and build your own network. We're sitting on something because we're still in the "gee whiz" mode. Let me explain.

Pointing to the 'Social' and the 'Network' in making the case for social networking (twitter edition) Posted on April 5th, 2009 admin 10 comments I recently did a presentation for a senior administration group on campus at UPEI and, in combination with some very good questions from PatParslow about how I talk about organizing my twitter account, I figured it would better mark my learning and potentially prepare these thoughts for a more deeply thought article to post it here and get some feedback from you fine folks if the topic interests you.

Aid Workers Network is a free service set up to enable aid workers to share practical advice and resources with each other. 17011 people like you are in the network! * Find practical help in the Advice Pages * Check Blogs from aid workers * Read interesting articles and swap tips in Aid Workers Exchange * Learn about developing a career in aid and raising funds * Learn about the Aid Workers Network history and management

Welcome to the Global Innovation Network www.ginnn.com is THE social network and community of practice dedicated to facilitating innovation and business development by bringing together businesses, entrepreneurs, academics, researchers and investors in one place. The more you put in to this community the more you will get out - so join in and get involved.

Yochai Benkler's wealth of nations book online Next Chapter: Part I: The Networked Information Economy » read paragraph Chapter 1: Introduction: A Moment of Opportunity and Challenge 1 Information, knowledge, and culture are central to human freedom and human development. How they are produced and exchanged in our society critically affects the way we see the state of the world as it is and might be; who decides these questions; and how we, as societies and polities, come to understand what can and ought to be done. For more than 150 years, modern complex democracies have depended in large measure on an industrial information economy for these basic functions. In the past decade and a half, we have begun to see a radical change in the organization of information production. Enabled by technological change, we are beginning to see a series of economic, social, and cultural adaptations that make possible a radical transformation of how we make the information environment we occupy as autonomous individuals, citizens, and members of cultural and social groups. It seems passé today to speak of "the Internet revolution." In some academic circles, it is positively naïve. But it should not be. The change brought about by the networked information environment is deep. It is structural. It goes to the very foundations of how liberal markets and liberal democracies have coevolved for almost two centuries.

Daily Awesome Tips, Tricks, Cheats And Review!! Twitter Toolbox: 70+ Awesome Twitter Apps, Mash-Ups, Plugins And Services with 2 comments Twitter is hot and making an impact on social networking on the web. With the recent Twitter race between Ashton Kutcher and CNN as well as Tweetie just released for the Mac, Twitter is becoming more and more significant in the social networking and social media world. It is no wonder Twitter is a great platform for many awesome extensions to develop. In this post, we will show you to 70+ Twitter apps, add-ons, services, mashups and plugins to enhance your Twitter experience. Please help us spread this post on Twitter if you liked this article!! All of the Twitter apps listed below are free unless otherwise stated:

Twitter Set Theory & The Wisdom of the Group Wednesday, April 9, 2008 Several weeks ago I was introduced to an idea that I have found to be profound in its simplicity but complex in its implications. In an informal discussion about educational technology at EduBloggerCon West, Steve Hargadon described the kind of learning that is taking place in today's social networks. Interestingly enough, I caught the discussion via Ustream (and participated remotely within the Ustream chat), demonstrating yet another facet of this idea. I will paraphrase what Steve has come to call "the wisdom of the group": You don't need to have everybody in the room in order to have a good conversation. In other words, once you reach a certain number of people - local experts, if you will - you can have very rich dialog without requiring that all of the experts be present. Steve has found this to be true in many of the social networks that he frequents, and I have found it to be true in Twitter. In the days following our discussion, I have drawn up several diagrams that I think demonstrate additional dimensions to this concept (they also fit in nicely with this fine collection).

As a follow on to the discussion of social learning and formal learning in Long Live … great post by BJ Schone - Have LMSs Jumped The Shark? I constantly hear people (across many organizations) complain about their learning management system (LMS). They complain that their LMS has a terrible interface that is nearly unusable. Upgrades are difficult and cumbersome. Their employees' data is locked in to a proprietary system. Users hate the system. It's ugly. (Did I miss anything?) We've recently seen LMSs shift to include more functionality, such as wikis, blogs, social networking, etc. I think they're heading in the wrong direction. I don't really understand why LMS vendors are now thinking they need to build in every possible 2.0 tool. If I want a great blogging platform, I'm going to download WordPress (it's free and has a huge support community). If I want a great wiki platform, I'm going to download MediaWiki or DokuWiki (also free and they have huge support communities). And when it comes to social networking, as a co-worker put it, "Do they really think I'm going to create a 'friends' list in the LMS? Seriously?"

INTRODUCTION The current environment for organizations is one that is characterised by uncertainty and continuous change. This rapid and dynamic pace of change is forcing organizations that were accustomed to structure and routine to become ones that must improvise solutions quickly and correctly. To respond to this changed environment organizations are moving away from the structures of the past that are based on hierarchies, discrete groups and teams and moving towards those based on more fluid and emergent organizational forms such as networks and communities. In addition to the pace of change, globalisation is another pressure that is brought to bear on modern organizations. Although some argue that the increased internationalisation should bring about an increased need for knowledge sharing (Kimble, Li and Barlow, 2000), many organizations have responded to this development by restructuring through outsourcing and downsizing, which paradoxically can result in a loss of knowledge as staff leave the organization.

Despite current ads and slogans, the world doesn't change one person at a time. It changes as networks of relationships form among people who discover they share a common cause and vision of what's possible. This is good news for those of us intent on changing the world and creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don't need to convince large numbers of people to change; instead, we need to connect with kindred spirits. Through these relationships, we will develop the new knowledge, practices, courage, and commitment that lead to broad-based change.

Anecdote is an Australian consulting firm that specialises in helping organisations to tackle complex problems like organisational change, learning and project evaluation. We help to create the conditions for insight and empowerment. Anecdote can help organisations when traditional methods have failed. Better still, we can help you to avoid failure. We use a range of contemporary but proven approaches that draw on group intelligence, participation, complexity thinking and the power of narrative. We believe that everyone in an organisation has something valuable to offer in making improvements and our techniques draw on this priceless and diverse resource. Our techniques are based on the disciplines of complexity science and knowledge management and include business- narrative, storytelling, communities of practice, social network analysis and open space technology. In fact Anecdote is regarded as a world leader in the practical applications of business-narrative.

Asynchronous and Synchronous E-Learning Asynchronous and Synchronous E-Learning Author(s):Stefan Hrastinski (Uppsala University) © 2008 Stefan Hrastinski EDUCAUSE Quarterly, vol. 31, no. 4 (October-December 2008) Asynchronous and Synchronous E-Learning A study of asynchronous and synchronous e-learning methods discovered that each supports different purposes By Stefan Hrastinski Today's workforce is expected to be highly educated and to continually improve skills and acquire new ones by engaging in lifelong learning. E-learning, here defined as learning and teaching online through network technologies, is arguably one of the most powerful responses to the growing need for education.1 Some researchers have expressed concern about the learning outcomes for e-learners, but a review of 355 comparative studies reveals no significant difference in learning outcomes, commonly measured as grades or exam results, between traditional and e-learning modes of delivery.2

discusses cop and networked learning

Community of Practice Handbook - Company Command Posted on April 10th, 2008 by Harold Jarche company-command.jpg Company Command is the most practical community of practice (CoP) implementation guide that I've read so far. It traces the story of the development of an online community designed to share knowledge between US Army company commanders, past and present. If you can get over the military jargon (and even some acronyms that I, an ex-soldier, couldn't figure out) the lessons in this book are transferable to civilian life. Here is a summary of the key concepts from Chapter One: * Knowledge resides primarily in the minds of community members * Connecting members allows knowledge to flow * Relationships, trust and a sense of a professional community are critical factors for an effective community * Content development emerges from needs expressed in conversations * A decentralized network is best

Community of Practice Case Study Posted on July 25th, 2007 by Harold Jarche I'm working on a community of practice for green building technologies and am discussing business community networks here in the Maritimes. I thought it would be a good time to review some lessons from the first online community I was responsible for. The first online community of practice for which I was responsible was a project to enhance collaboration of members of the learning industry here in New Brunwsick, Canada (LearnNB). The initial focus of this CoP was research and development, especially business models and commercialization. It was not intended to be a theoretical or academic community, but one looking at the development of practical applications- be they products, services, standards or models. Membership was open to anyone.

Communities of Practice Posted on March 13th, 2009 by Harold Jarche I'm reviewing my resources on communities of practice and synthesizing some of the articles I've come across and added to my social bookmarks or blogged about on my Communities Thread. One of the best sources of practical knowledge on online community building is Anecdote from Australia. In Building a Collaborative Workplace, they discuss three types of collaboration - Team, Community and Network. As they say, "Our purpose is to provide an understanding of the type of culture required to support collaboration."

From Knowledgable to Knowledge-able: Learning in New Media Environments Posted January 7th, 2009 by Michael Wesch , Kansas State University Tags: * Essays * Teaching and Technology * anthropology * Assessment * information revolution * multimedia * participatory learning * Web 2.0 2 Comments | 9313 Page Views Knowledge-able Most university classrooms have gone through a massive transformation in the past ten years. I'm not talking about the numerous initiatives for multiple plasma screens, moveable chairs, round tables, or digital whiteboards. The change is visually more subtle, yet potentially much more transformative. As I recently wrote in a Britannica Online Forum: There is something in the air, and it is nothing less than the digital artifacts of over one billion people and computers networked together collectively producing over 2,000 gigabytes of new information per second. While most of our classrooms were built under the assumption that information is scarce and hard to find, nearly the entire body of human knowledge now flows through and around these rooms in one form or another, ready to be accessed by laptops, cellphones, and iPods. Classrooms built to re-enforce the top-down authoritative knowledge of the teacher are now enveloped by a cloud of ubiquitous digital information where knowledge is made, not found, and authority is continuously negotiated through discussion and participation.1 This new media environment can be enormously disruptive to our current teaching methods and philosophies. As we increasingly move toward an environment of instant and infinite information, it becomes less important for students to know, memorize, or recall information, and more important for them to be able to find, sort, analyze, share, discuss, critique, and create information. They need to move from being simply knowledgeable to being knowledge-able.