Q&A Panel with Stu Sutton and Deone Zell:
Opening comments on Drucker and Covey's point that accounting models look as people as expenses without placing a value on the knowledge capital they represent.
Challenge: Putting a value on a person's knowledge value could upset (or disrupt or possibly destroy) the organizational structure. (Hint: The real value may not be at the top of the org chart.)
David Pender shared that he gets his clients to sign a statement from senior managers that they will not use the SNA results in performance reviews.
Discussion on economics of knowledge; the value of identifying nodes and their relationships and the challenges of formal recognition and understanding of what's really happening in our businesses. (fascinating!)
Q: Jim Wolff asked a great question: When doing an SNA do we ever ask "who should these people be communicating with?" (e.g. a Gap analysis). Great point!
Trust is key!
Discussion of LinkedIn as a working example of an optimized social network tool that uses trust to reform itself for greater efficiency. Each node uses trust to advocate for or against connecting other nodes.
Q. Using SNA in a large organization to identify knoweldge flows as they map to knoweldge loss associated with retirement of the Baby Boomers. Important to establish where your values are (e.g. on innovation, etc.).
Discusion of GA analyses as a part of, outcome of, or reason for doing SNAs.
Low volume audio - I can't hear all questions...
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