Refereed Publications Abstract

LAYERS OF DIAGNOSIS FOR PLANNED RELATIONAL CHANGE IN ORGANIZATIONS

Planned change innately involves shifting relationships and patterns of interaction. Social network analysis (SNA) can make these patterns visible and so help target interventions. Yet a great deal of conscious and unconscious interpersonal dynamics exist beneath the surface of such patterns that should also be considered. We undertook an in-depth case study to illustrate how clinical and network approaches to diagnosis can reveal different change interventions. We identified three principles for combining clinical and social network techniques. First, in addition to viewing structure as constraining action, networks should be considered as symptoms of deeper organizational issues. Second, networks should be understood normatively in terms of rational task requirements but also in terms of other, less observable (and possibly irrational) needs of organizational members. Finally, analysts and change agents are best served by developing relationships of trust when applying SNA and interpreting patterns in ways meaningful to those being assessed.

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