Part 1 How Work Really Gets Done in Organizations
Chapter 1 The Hidden Power of Social Networks
Chapter 2 Across the Great Divide: Finding and Fixing Critical Disconnects in Organizations
Chapter 3 Knowing What We Know: Developing a Sense and Respond Organizational Capability
Chapter 4 Charged Up: Creating Energy in Organizations
Part 2 How Managers Manage Social Networks
Chapter 5 Pinpointing the Problem: Improving Networks through Individuals
Chapter 6 Building Bridges: Initiating, Developing and Maintaining Networks
Chapter 7 Breaking the Mold:Aligning Organizational Context To Sustain Appropriate Network Patterns
Chapter 8 Uncharted Territory: The Future and Challenges of Networks in Organizations
Appendix A Conducting and Interpreting Social Network Analysis
Appendix B Tools for Promoting Network Connectivity
Notes
Bibliography
About the Authors
Index
Overview
A powerful, visual framework helps managers discover how employees really communicate and collaborate to get work done - and helps them identify ways they can influence these social networks to improve performance and innovation. In "The Hidden Power of Social Networks", Cross and Parker, experts in "social network analysis"—a technique that visually maps relationships between people in large, distributed groups - apply this powerful tool to management for the first time. Based on their in-depth study of sixty ...