1. Exploring and displaying informal networks
Relationship mapping
Exploring and displaying informal networks
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2. 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.
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3. 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
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4. 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
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5. 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
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6. 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
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7. 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
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8. 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?
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9. 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
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10. 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?
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11. 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
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