Author: Rob Cross, Laurence Prusak
Publisher: HBR
Case Number: R0206G
Publication Date: Jun 1, 2002
Course Category: Management
Many senior managers use their personal contacts to get things done or to get information. These complex webs of communication are unobservable and ungovernable, thus, not in accordance with the tools of scientific management. However, these informal networks can be developed systematically. There are four common role-players whose performance is critical to the productivity of any organization. These four role-players have huge influence within an organization. However, they are often invisible. Social network analysis (side bar analysis “Who’s Who”) can be used to bring them into the open.
Central Connectors – link most people in an informal network with one another. He or she is the “go-to” person for information in a group. This person does not necessary have to be the leader of the group. While people recognized the importance of the central connectors, their efforts were not recognized. Management needs to set up some sort of rewarding system for them, or the firm may lose them in the long run. Sometimes the central connectors may be a bottleneck, e.g. using their roles for gains, not responding fast enough, or struggling to keep up with their own work while fulfilling the central connector role. The solution is then to use the network maps to identify the central connector and reassign some duties.
Boundary Spanners – connect an informal network with other information network, e.g. other parts of the company or with similar networks in other organizations. The spanner may be networking with the wrong person in the other network. Senior management can step in and help shape spanners’ network contacts.
Information Brokers – keep the different subgroups in an informal network together. They are like boundary spanners, but, they only operate within the social network. They may not be the central connector, but, they wield the same power. They are characterized by a wealth of indirect connections. Heavy reliance on the information brokers can have a negative impact when they leave the firm. Central connectors should develop more connections with subgroups so that they may take on the role of information broker if needed.
Peripheral Specialists – anyone in an informal network can into to for specialized expertise. Because their expertise, giving them more responsibilities such as attending more meetings or traveling may cut down their time they needed to stay ahead in their field.
Through social network analysis, people can identify where they need to build more or better relationships. For example, how is their network built and where do they get most of their information. Focusing on four dimensions can help managers improve their connections:
• The extent to which managers seek out people within or outside of their functional areas
• The degree to which hierarchy, tenure, and location matter to the manager’s social relationships
• The length of time managers have known their connections
• The extent to which managers’ personal network are the result of interactions that are built into their schedules (such as planned meetings) rather than ad hoc encounters in the hallways
Who’s Who
Social network analysis is a technique that lets users identify and map informal networks of people.
1. Identify the functions or activities where connectivity is most needed to improve productivity and then map the corresponding networks
2. Collect information from the people to map sets of relationships within the priority areas. The most effective way is to conduct a questionnaire.
The information collected from the survey then used to create network maps that illustrate the relationships between the members of a group. It is essential to conduct interviews with key role-players in the map as they may have multiple roles in a group or groups.