Social Network analysis and workplace design

7 aprile 2014


Modern organisations are rapidly moving away from ‘command and control’ structures to more ‘empower and support’ frameworks, with of course social business initiatives leading the way. It is therefore not surprising that staff would be given more input into their physical working environment and in particular who they would like to sit near. The essence of this change is cleverly articulated in “Re-imagining Work”, part of the popular RSA animate series, where the choice of who we choose to work with and near is increasingly becoming a personal one. Social Business principles would dictate that it’s the people themselves, more so than their management,  that are best placed to choose their most productive collaboration partners. One doesn’t need to look further than the successful open source software industry to see this in action.

Social Network Analysis (SNA) is a method of choice for analyzing and understanding informal collaboration patterns. Typically an SNA study surveys staff about who they benefit from working with.  Social networking maps and analytics can then be developed to assess where the most productive patterns of collaboration exist and also potential productivity bottlenecks or blockages.

The “who would you like to sit near at work” question was designed to support projects looking to consider productive networking patterns into workplace occupation activities. Forward thinking facilities design and development firms are now appreciating that having a deeper understanding of the natural collaboration patterns of their prospective clients will enable them to provide a more convincing design and development proposition. In a recent project Optimice worked with one of Australia largest developers in developing an occupation plan for their key client, a major telecommunications organisation that was looking to refurbish their central city facilities. Their objective was not only to optimize their floor space, but to configure their physical spaces to be aligned to their ‘future way of working’ vision, which of course included much more mobility and technical enabled communications. Some 5,000 staff were asked to nominate and rate the people they would benefit most in terms of their personal productivity, by being co-located. As with any SNA study it only takes a relatively modest sample to characterize an organisation’s overall collaboration patterns. By aggregating at the ‘Team” level we were able to quickly identify those teams that feel they would be most productive when co-located.

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