networks:netspaper
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| However, to realise the potential of networks we need to understand more about their nature, how to analyse, map and build them - whether online or not. | However, to realise the potential of networks we need to understand more about their nature, how to analyse, map and build them - whether online or not. | ||
| - | Drew Mackie - a networks specialist - has drafted this guide with David Wilcox. We are exploring Living Well in the Digital Age with the Digital Inclusion Group of Age Action Alliance. | + | Drew Mackie - a networks specialist - has drafted this guide with David Wilcox. |
| * drew@drewmackie.co.uk | * drew@drewmackie.co.uk | ||
| * david@socialreporter.com | * david@socialreporter.com | ||
| - | * [[contact|Further contact details]] | ||
| - | * [[livingwell/ | ||
| This paper is licensed [[https:// | This paper is licensed [[https:// | ||
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| * [[networks/ | * [[networks/ | ||
| - | [[//TOC//]] | ||
| ===== Section 1 - The Network Perspective ===== | ===== Section 1 - The Network Perspective ===== | ||
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| So the point is that network analysis can identify these mismatches and suggest ways in which they can be resolved. And this could be really useful in gauging the present and potential effectiveness of a network. So why is it often difficult to persuade prospective clients to undertake this sort of analysis? The sequence often unfolds like this: | So the point is that network analysis can identify these mismatches and suggest ways in which they can be resolved. And this could be really useful in gauging the present and potential effectiveness of a network. So why is it often difficult to persuade prospective clients to undertake this sort of analysis? The sequence often unfolds like this: | ||
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| > We are approached by a middle manager who feels that SNA could benefit their complex organisation - or we are already working on a job where SNA appears to be useful. | > We are approached by a middle manager who feels that SNA could benefit their complex organisation - or we are already working on a job where SNA appears to be useful. | ||
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| > After discussion we are asked to put a proposition to senior management. This contains examples of networks whose performance is impeded by under-resourced but central departments. | > After discussion we are asked to put a proposition to senior management. This contains examples of networks whose performance is impeded by under-resourced but central departments. | ||
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| > Senior management don't like it at all. And who can blame them. The analysis will likely show that they don't have the influence they want (or think they have) or the resources they need. It's a threat. | > Senior management don't like it at all. And who can blame them. The analysis will likely show that they don't have the influence they want (or think they have) or the resources they need. It's a threat. | ||
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| > Because the process is risky, even a committed client can be wary of the work and can be sceptical that the simple one page questionnaire that we use can really suffice. This has been especially problematic in work with health organisations whose culture is evidence based. Although there are sections of the NHS's " | > Because the process is risky, even a committed client can be wary of the work and can be sceptical that the simple one page questionnaire that we use can really suffice. This has been especially problematic in work with health organisations whose culture is evidence based. Although there are sections of the NHS's " | ||
networks/netspaper.1495188181.txt.gz · Last modified: 2020/12/01 14:39 (external edit)