"The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations" by Rob Cross and Andrew Parker focuses on the critical role of informal social networks within organizations and how managers can leverage them to improve performance and innovation. It argues that formal organizational structures often fail to capture the real dynamics of how work gets done, which is largely driven by these hidden networks.
The
Importance of Social Networks
The initial chapters of this book highlight the
limitations of traditional organizational structures and the growing importance
of social networks in today's workplace. Cross and Parker argue that in an increasingly
complex and interconnected world, individuals rely heavily on their networks to
access information, expertise and support. They emphasize that these informal
networks, which often cut across formal boundaries are crucial for knowledge
sharing, problem-solving and innovation. MIT indicated that the employees are five
times more likely to turn to a colleague than an impersonal source for seeking information.
As the level in the hierarchy increases the communication
inside that group also peaks. Partner to partner information flow is 67% where
the flow drops to 21% between the staff. The lower the connection the higher the
turn over rate. The information flow might be a good thing but in some cases it
turns to be gossip.
The authors introduce the concept of "social
network analysis" (SNA) as a powerful tool for understanding these hidden
connections. SNA involves mapping the relationships between individuals within
an organization to visualize how information and influence flow. By analyzing
these networks, managers can gain valuable insights into who the key players
are where the bottlenecks lie and how to improve collaboration. These chapters
also explore the different types of connections that exist within social
networks. They distinguish between "strong ties" which are close
relationships with family and friends and "weak ties" which are more
distant connections with acquaintances. While strong ties provide emotional
support and trust, weak ties are crucial for accessing new information and
perspectives.
The book emphasizes the importance of bridging
"structural holes" – gaps between different clusters of individuals –
to facilitate the flow of knowledge and innovation. Furthermore, the authors
discuss the concept of "centrality" in social networks. Individuals
with high centrality are those who are well-connected and play a central role
in the flow of information. The secretaries and office managers are usually the
central people. They may be "brokers" who connect different groups,
"gatekeepers" who control the flow of information or
"stars" who are highly sought after for their expertise.
Understanding these different roles is essential for managers who want to
leverage their social networks effectively. Those who bridge relatively the
disconnected pockets of a network are promoted earlier. Because they hear the
opportunities before the others do.
Managing
Social Networks
The latter part of the book focuses on how managers
can actively manage and improve social networks within their organizations.
Cross and Parker provide a range of practical strategies and tools for
conducting social network analysis, interpreting the results and implementing
interventions to enhance collaboration and performance. They emphasize the
importance of identifying "energizers" – individuals who inspire and
motivate others – and "de-energizers" – those who drain energy and
create negativity. By understanding the dynamics of these relationships,
managers can create a more positive and productive work environment. The people
energies the others are more likely to be heard and have their ideas put into
action. There is a high information flow between energizing people and in
contrast low information flow in deenergizing ones. The book also discusses the
role of "boundary spanners" – individuals who connect different teams
or departments – in facilitating knowledge sharing and innovation.
Connections with the superiors is important to see the
big picture and critical for decision making. The relations with the peers are
important in providing information and brainstorming. The connections with the
lower levels are important to gather technical knowledge.
Cross and Parker offer specific recommendations for
improving network connectivity, such as creating opportunities for informal
interaction, fostering cross-functional collaboration and leveraging technology
to connect people across geographical boundaries. They also provide guidance on
how to identify and address network bottlenecks, where information flow is
restricted and how to bridge structural holes to promote knowledge sharing.
If people have concerns about the others, they create
trust. People are energized by a specific task if they believe in the integrity
of the other. Plus, people are energized if they believe that they a re in the
middle of something bigger. If expertise is overused, shuts down innovative
thinking. There are two different types of trust. One of them is the belief on
the skill and expertise and the second one is the benevolence or character-based
trust.
The book concludes by emphasizing that managing social
networks is not just about improving individual performance but also about
fostering a culture of collaboration and innovation within the organization. By
understanding and leveraging the hidden power of social networks, managers can
create a more agile, responsive and successful organization.
Five Key
Takeaways
Informal networks are crucial: Formal organizational
structures don't tell the whole story. Informal social networks are critical
for how work actually gets done.
Social network analysis is a powerful tool: SNA can
reveal hidden connections and provide insights into how information and
influence flow within an organization.
Weak ties matter: While strong ties provide support,
weak ties are essential for accessing new information and perspectives.
Identify key players: Understanding the roles of
energizers, de-energizers, brokers and gatekeepers is essential for managing
social networks effectively.
Act to improve connectivity: Managers can implement
various strategies to enhance collaboration and knowledge sharing by improving
network connectivity.