8/7/2019 Network survey
1/2
Organisation Perception sheet:
Interviewee name: Organisation:
Complete the Skills / Resources Profile of the organisations
that you work withmost (including your own). If an organisation is
especially equipped withskills / resources in the various
categories (Management, Financial etc.) add aplus (or two) in the
appropriate column. If it is especially deficient add a minus(or
two). If not especially equipped or deficient, leave blank. Do this
quickly -we want your immediate impressions!
Complete the Skills / Resources Profile of your own organisation
and theorganisations that you work with most. If an organisation is
especially equippedwith Skills / Resources in the various
categories (Management, Financial etc.)add a tick (or two) in the
appropriate plus column. If it is especially deficient inany
category tick the minus columns. If its not especially equipped or
deficientleave blank. Do this quickly - we want your immediate
impressions!
1. Enter your name on the left, then add a few keywords to
indicate your interests.
2. Enter the names of organisations you work most with at the
top of the gridded boxes (startingwith your own organisation).
3. Consider how good the organisations are at sharing
information or expertise. Add a plus a forgood sharer and a minus
if not. Otherwise leave blank
4. Consider how well equipped the organisations are under the
various headings. Enter a plus ifyou think an organisation is
especially skilled or resourced or a minus if you think they
areespecially deficient. Otherwise leave blank.
Organisation Mapping Sheet
Name:
Interest Keywords:
Drew Mackie Associates 2006Note: The above information will be
used to create a map of organisations. Individual contributions
will be confidential and unattributable.
Online comms
Tobacco control
Management
Financial
Community
Online comms
Tobacco control
Management
Financial
Community
Online comms
Tobacco control
Management
Financial
Community
Online comms
Tobacco control
Management
Financial
Community
Online comms
Tobacco control
Management
Financial
Community
Online comms
Tobacco control
Management
Financial
Community
Online comms
Tobacco control
Management
Financial
Community
Online comms
Management
Financial
Community
Tobacco control
1. Enter your name and a few keywords to indicate your interests
on the left.2. Enter Organisations that you work with most on
tobacco reduction in the top right of the
gridded boxes (make sure to included your own in the first
box!3. Consider how good these organisations are at sharing
information, tick the box if they
are. Leave blank if not (see note below on confidentiality)4.
Now consider how well equipped these organisations are in terms of
Skills and
Resources related to the various categories listed in each grid
on the left. T ick if theyare well equipped and leave blank if you
consider they are not.
Please note: All information given on this sheet will remain
confidential and the results will not be attributable
8/7/2019 Network survey
2/2
We are surrounded by networks - family, friends, work
colleagues, community organisations,
public agencies and private companies. Networks have become a
common way of trying to
understand the complex relationships that make up a modern
society. We use the term network
very loosely to mean any collection of people to which we are
connected. Networking is seen
as a way of extending your influence and getting information at
gatherings of all sor ts.
Given the popularity of this concept it's intriguing that very
little is known about the way that
networks work. Or at least that's true in the UK. In the US and
Australia, the study of networks
is fairly commonplace. Writers and practitioners such as Valdis
Krebs and Karen Stephenson in
the US and Anecdote in Australia use what is known as Social
Network Analysis to address the
study of networks in business and in social policy. The police
and security services worldwide use
this form of analysis to trace fraud and terrorism activity.
Networks are serious business.
Why should you be interested in the analysis of networks? Some
accomplished networkers
seem to feel that analysis is fruitless, a bit like trying to
analyse art or music or love. but no
matter how skilled a networker is, they only see part of the
picture. They deal with those parts of
the network with which they have contact without knowing much of
what the further connections
are. Indeed when an individual or organisa tion talks of having
a good network of contacts this
usually turns out to be a list - and a list is not a network.
The reason that you should be
interested in analysis is that it can tell you a lot about how a
network works and how it could be
improved.
So what is network analysis? At its simplest a network is a
series of relationships that can be
drawn. If you can visualise it as a series of nodes and links,
then it is a network. The nodes can
be many things - people, organizations, road junctions. The
links can also be various -
information, money, instructions and so on. No matter what its
content, the resulting structure
will have properties that affect the individual nodes and their
possible behavior and these
properties can be measured. The key concept here is centrality-
the idea that certain
nodes will control the flow of influence or information because
of their position in the network.
There are two commonly used types of centrality.Closeness
Centrality defines the Hubs -
those nodes which are central to the network as whole.
Betweenness centrality on the other
hand defines the Gatekeepers who potentially control the flow of
influence or information
into parts of the network. Both measures are useful in gauging
how a network will perform.
Complex diagrams can be drawn of nodes and links and then
analyzed using specialist software.
So far, so interesting - but so what? Although this analysis is
fascinating to some, it only comes
into its own with addition of an audit of assets. In an
organization, this might be tracing the
deployment of Skills and Resources throughout the network. If a
part of a network is so central
that its actions will be bound to affect the network as a whole
and yet it has few skills and
resources, the network is in trouble. Its surprising how often
thatscenario occurs. Alternatively,
the body with the most skills and resources may lie on the
periphery of the network and be less
able to affect its performance. This comparison of centrality
and the deployment of assets can be
powerful and persuasive. In several projects, it has forced the
consideration of who should be the
lead agency, how the assets can be redistributed or how the
network can be restructured.
What Network Mapping can do
Completeth
eSheetoverl
eaf!
