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.

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