Exploring and displaying informal networks Relationship mapping Exploring and displaying informal networks Diana Jones

What is relationship mapping? Maps of the informal and unspoken relationship networks – the socio-emotional networks An essential tool for people building the maturity of group networks, establishing knowledge networks and collaborative relationship behaviour A useful means to understand and address the ‘soft’ and ‘unspoken’ aspects of everyday group experience Stimulus to develop behaviours to work effectively with the emotional aspects of group life Relationship mapping, social network analysis, sociograms describe the maps of informal networks of interpersonal relationships. Diana Jones

Results from relationship mapping Increased individual and group vitality and performance Increased knowledge and information sharing Strengthens team resilience in dealing with ongoing demanding situations Maximises individual and team formal and informal skills and abilities Surfaces and resolves issues of group conflict, trust and identity Diana Jones

Where is this method best applied? Where collaborative and healthy team relationships are critical to business success Companies wanting high performing team culture In divisions, silos or problem dominated teams wanting to move to ‘one’ company When teams want to work with invisible forces Diana Jones

Network explorations don’t work …. With authoritarian or leader dominated organisation cultures Where individuals and/or team’s reside in litigious environments With performance or redundancy threats When maps are withheld from team members Click to add text Click to add text Diana Jones

Deals with emotions and passion Unique aspects Deals with emotions and passion INTEGRATES Other developmental activities HOLISTIC PRACTICAL It is in here and now ADDRESSES the unspoken and invisible knowledge gaps silo cultures post restructure fragmentation Diana Jones

The formal structure - the managerial decision structure - Company Directors CEO JOHN Receptionist ANGELA Account Manager JIM Creative Director ANDREA Account Manager ANNA Marketing Assistant AMANDA Production Assistant AMY Production Assistant ALISON Diana Jones

the informal network Creative Director ANDREA Account Manager ANNA Production Assistant ANNA Reception ANGELA Production Assistant AMY Marketing Assistant AMANDA CEO JOHN Account Manager JIM The map of the informal networks shows the company creative director is isolated from her manager, her peers and her team. They don’t choose here and she ‘rejects’ them with her non-collaborative, critical and judgemental behaviours. While she has a formal reporting relationship with her boss, the CEO does not choose her to discuss his concerns. Account manager J is the hub of the informal network. In choosing J, the CEO will be well informed, however the choice is not mutual. There is work to be done with the relationships in this company.   Criterion for choicel  Who do you discuss your work concerns with? Diana Jones

Some observations… The company creative director is currently isolated from her manager, her peers and her team Account manager Jim is the hub of the strong informal network (he is the sociometric star on this criteria). He is the link between the formal and informal networks The CEO will be well informed through the formal reporting relationship with Account Manager Jim John and Andrea are currently excluded from the informal discussions of work concerns ……..There is work to be done with the relationships in this company Diana Jones

Typical Social Network Analysis questions/criteria for exploration Mission and Vision With whom do you discuss the company vision and business strategy? With whom do you discuss what is important and valued in the organisation? Work Interactions Who do you rely on to get your job done (exchange information, documents and other resources)? Grapevine Who do you discuss your responses to what is going on at work? Decision Making From whom do you seek inputs, suggestions and feedback before making a decision? Innovation With whom do you discuss ideas, innovations, and better ways of getting things done? Expertise To whom do you go for expert advice in doing your work? Customer Knowledge With whom do you discuss customer needs and market demands? Diana Jones

Gains from sociometric explorations Benefits Achieved By Retaining and using corporate knowledge. Connecting key others with those with organisation history, knowledge and expertise Increased consistency productivity, and responsiveness. People know who to go to for what and have easy access to one another : information, expertise, knowledge and experience. Smarter decisions of who should work with whom, Ensuring key people work together, or lead projects rather than emphasising structural relationships Redeveloping informal networks after restructures Finding ways for individuals and groups to develop or strengthen relationships with others. Innovation Identifying key people to facilitate fresh approaches. People enjoying their work more People contribute more when they are well connected within their organisation and others know of their contribution Diana Jones ©