HSE People - Health and Safety Community

In part 1, we suggested a new technique to aid in assessing communications and interactions when developing a safety management system.

Social Network Analysis develops a graphical presentation of the interactions between individuals, groups, departments, etc., to assess a variety of communication elements. SNA uses these maps to show items such as who talks to who, the direction of the communication (one-on-one, one way or two way communication), the quality of the communication, whether the communication is positive or negative, how is the message conveyed (face to face, e-mail, Twitter, snail-mail, etc.), the structure of the message to different audiences, and so on.  While its basic construction is simple, it can be applied to assess a wide range of topics or areas.

While SNA can be very complicated and very detailed, even on a rudimentary analysis, it may uncover social gaps in an organization, not just in the message and to whom it is sent, but in the quality and nature of how the message is being conveyed and the methods of conveying the message.

Basically, a map is developed of the interactions using three components as building blocks. A Social Network graph shows individuals and the connections between them as noted:

·         Individuals or groups are “Actors” or “Nodes” (A, B, C…)

·         Contact or communication between Actors or Nodes is a “Link” (ó)

·         The basic transfer element is a “Dyad.”  A Dyad is Two Nodes and a Link that represents a relationship between the individuals/groups (AçèB)

One short version of a Social Network Analysis was conducted with a safety professional that had good technical skills and was in the process of revitalizing his company’s safety process. As we mapped a graphical view of the various dyads or links he had within the organization (managers, supervisors and employees), an attempt was made to also determine the quality and nature of the contacts and links. In a matter of minutes, using a white board, a number of serious communications gaps and linkage issues were uncovered. 

The Results

What was learned from the exercise was that key individuals were not being linked to either routinely or properly.  He found potential key allies that he did not communicate with nor had communication regularly if an all.  A plan was put in place to improve the style and nature of communications in the essential areas that could be modified and close gaps identified with other problem areas as well.   From this brief Social Network Analysis, he started actions for communicating his program and developing better rapport with the levels of management he needed.

Developing a Social Network Analysis Network map can show, when combined with message content, what the potential impacts or responses might be.  A Social Network Analysis may uncover areas where the message is in the wrong voice, presented by the wrong person, skips essential groups, individuals, departments, etc.  It might show overlooked links necessary to ensure that the message is flowing at the proper speed or where different types of feedback can be applied.

This short article only briefly touches on elements of Social Network Analysis.  The management process requires a long term approach and as such, the lines and quality of communication and knowledge concerning the message are essential to improving the potential for success.