Network Mapping Social Network Analysis (SNA) is a data visualization approach for mapping and tracking changes in networks and relationships – a key driver of broader community changes. period. Figure 2: Comparative ONA Maps showing 2010 Baseline, 2011 Mid term and 2012 Final ONA Survey interactions between SEA Change Members Leodegardo Nancy M 2a: 2010 ONA Survey (Baseline ONA) Thitiphon Brian Stefan Completed ONA Survey Did not complete ONA Survey, but was mentioned by others Chandra Sekhar Kurt Ashvin Pramita Vuthy Mary Nancy A Ana Jose Sabita Hamidur 4 www.orgnet.com Karl Carmen T Clara Nisha SC Member I Madaleen Helmer 2c: 2012 ONA Survey Sophal Seng SC Member E Sarah Sitts (Final ONA) Edy Irianto Louis Lebel Shari Bush Hop Vu Thi Bich Del McCluskey Kerry Bruce Mohan Munasinghe Patrick Pringle Anna Beech Eric Bergthold Bruce Ravesloot Nicolina Lamhauge Guy Jobbins Tillem Burlace Oceng Apell Seangly Kheang Pham Thi Bich Ngoc Ade Darmawansyah Jeff Bost Orlen Ocleasa Donovan Burton Noorullah Noori Romeo Santos Stefan Nachuk Leodegardo Pruna Dennis Bours Roi Avena SC Member C Benedictus Dwiagus Stepantoro Umi Hanik Patricia Rogers Kurt MacLeod Rahimah Sarah Carter Paula Silva Villaneuva Piva Bell Munish Kaushik SC Member H Lailai Li Andrew Zubiri Wiwandari Handayani Nancy MacPherson Dwiagus Stepantoro Robbie Gregorowski Stuart Raetz Nancy Anabel Ashvin Dayal Sunandan Tiwari Ram Chandra Khanal Leo Gonzales Sarya Sok Ninni Ikkala Nyman Mai Alagcan Pacome Kossy Laura Krul Julian Barr Pasha Carruthers Steve Adams Ana CoghlanEi Ei Htun Christine Callihoo Vuthy Chum Stefan Bepler Karen Nasmith Chandra Silori Sabita Thapa Meg Spearman Nabaghan Ojha SC Member I Paul Cowles Ram Avtar Kristen Davies Simon Anderson Li Ding Robi Redda Kareff Rafisura 17 Jamie Liz N Imprint Inc. s e od Tamarack s e g Ed Network Mapping Useful When? • When you want to understand the nature of a network (e.g. size, or connec;vity) and how that is changing over ;me • When you want to make strategic decisions about where to intervene in a network, or with whom • When you are stewarding the development of a network to advance shared objec;ves • When change occurs beyond the scope of any one organiza;on or program • When you want to understand the benefit of learning across organiza;ons Steps 1.Articulating your theories about networks, and intentions with the network 2.Deciding on the evaluative questions 3.Capturing data about nodes, relationships, what is happening in the network, and the impact of this 4.Mapping data (analog or digital) 5.Drawing conclusions about the network 1. Innovation = learning x diverse connections 2. Influence = credibility x location 3. Network growth = introductions x generosity *Source:Valdis Krebs & June Holley 1.Do people in the network gain broader and deeper awareness of the available assets in the network? 2.Do people in the network gain broader and deeper awareness of potential new collaborators and co-conspirators in the network? 3.Do people in the network spend more time introducing people to one another who are 2+ steps away from each other in the network? 4.Do people in the network discover more new opportunities to engage and combine their assets to create a future different from the past? 5.Do people in the network become more self-organizing? Innovative? Inclusive? Strengths-based? Dedicated to working together? *Source:Valdis Krebs & June Holley Arts Conference Example education sector. A growing, thriving community of practice accelerates such learning and innovation. Community o f P rac;ce E xample Revised Theory of Change FIGURE 5: CoP’s ultimate outcome Strengthened Community of Practice Knowledgeable practitioners Supportive learning environments Stronger network of supports Stronger interventions and programs ULTIMATE OUTCOME Improved youth educational attainment outcomes Strengths & Limita;ons Strengths • Provides evalua;ve data at a systems level • Can reveal strategic points of interven;on • Highly visual and interac;ve form of data Limita;ons • Can present a high data collec;on burden on network par;cipants • Can driL from prac;cal, useful ques;ons into intellectual curiosity • Many of the soLware packages require comfort with technology
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