Refereed Publications Abstract

SIX MYTHS ABOUT INFORMAL NETWORKS—AND HOW TO OVERCOME THEM

In today’s flatter organizations work of significance often demands effective collaboration both within and across functional or divisional lines. Quite often informal networks that cut across core processes, such as commercial lending or software development, or hold together internal initiatives, such as new product development, provide strategic and operational advantage via effective collaboration. However, while often heavily concerned with creating external relationships, executives generally pay little attention to assessing and supporting linkages among employees within their own organizations. Over the past two years we have worked with 40 informal networks within 23 companies and government agencies to better understand how to manage and support these groups. Through this research we uncovered various practical applications of social network analysis to improve network connectivity and performance. However, quite often we found that incorrect actions were being planned and taken due to common and pervasive misperceptions executives held regarding these informal networks and ways to support them. This article will first introduce social network analysis with a case example to demonstrate benefits that can be derived from this perspective. From there we will discuss commonly held ‘myths’ regarding these networks as well as alternative views and courses of action based on our research over the past two years.

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