Overview

This paper describes the concept of social network mapping and demonstrates how it can be used by squadron commanders and leaders at all levels to provide subtle insights into their organizations as well as their personnel, which can then be used to make more informed leadership and management decisions. Among other applications, the information provided by network mapping can be used to facilitate the identification of mentors, leaders, and ""power-hoarders""; to examine workload and workflow; to reengineer workspace; and, perhaps most importantly, to improve the communication flow intra-and inter-unit. Total quality management, a managerial approach adopted by the Air Force from the business world over a decade ago, is briefly examined to identify the benefits of such an effort as well as the lessons learned. The argument is made that there is much value in seeking out new approaches in a constantly changing world, with certain cautionary notes. Mapping social (or informal) networks is a leading edge tool that can greatly assist commanders and other leaders in getting a good sight picture of the myriad communication lines in their organizations. Further, this mapping can be done with a minimum of time investment from individual workers, since the data is crunched by computers using scientifically based algorithms. Finally, the recommended use for this tool is on a commander-initiated basis, with information protected much as it is with the annual USAF Chief of Staff survey. This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work was reproduced from the original artifact, and remains as true to the original work as possible. Therefore, you will see the original copyright references, library stamps (as most of these works have been housed in our most important libraries around the world), and other notations in the work. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. As a reproduction of a historical artifact, this work may contain missing or blurred pages, poor pictures, errant marks, etc. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

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