Krackhardt, D. & Hanson, J. (1993, July). Informal networks: The company behind the chart.
Harvard Business Review, 74(4), 103-111.
Networks can map three key channels in any business: 1. advice channels, which can surface political conflict, 2. trust channels, which can surface strong leaders with trust, and 3. work communication channels, which illustrate divisions that are not visible. While trust channels may highlight those who are not the highest producers, they surface individuals who can generate buy-in from the most people. Work communication channels will illustrate where communication is insular and/or highlight places where key information is not making its way to necessary stakeholders. These maps illustrate when and where individuals can play the role of facilitator, mediator, barrier, and highlight places where certain roles create opportunities as well potential for information silos.
This article was the first to elevate the importance of mapping networks of different quality, including informal networks like advice or trust. While I can easily think of examples of these networks in my own work life, I had not considered the necessity of understanding informal networks within a work environment to make strategic choices. Moving forward, I will incorporate these kinds of maps and data into my own work across and between networks.
LO1: articulate connections between the interdisciplinary field of communication and the central curriculum themes of the MSC program.
LO3: address complex challenges by collaboratively leading teams across disciplines, distances, and sectors.
Comments