Creating a social network map within your organisation can be a hugely beneficial exercise to understanding how the organisation actually functions. Organisation charts reflect internal hierarchy and reporting relationships but they don’t demonstrate who people go to for advice, who people share ideas with at the ‘water cooler’ or how information moves around the organisation. Anybody who has been through significant restructuring or a merger with another organisation, will appreciate how the social functioning and knowledge of the organisation can be affected. Social network mapping can be used to determine the level of connection and information sharing among employees within the organisation. Key employees can be identified as facilitators or inhibitors to communication flow. The mapping reveals ‘webs’ of influence, sharing, trust and mutuality to help understand how groups collaborative together. These webs can be useful to understand individual teams but also the wider interaction across ‘organisational silos’. These webs can effectively map the discretionary effort and engagement at work in your organisation.