Inter-Company Communication Networks

The article I found focuses on the structure of internal networks, and how informational roadblocks and bottlenecks inhibit the effective communication amongst members of an organization. Four authors partook in the publishing of the article. Two of the authors, Rob Cross and Stephen Borgatti are professors at American universities, while Laurence Prusak and Andrew Parker are senior employees at IBM.

The article emphasizes the importance of social networks within a company and the dependency upon face-to-face interactions between employees. In one study, 40 managers from a benchmark leader firm in knowledge management were surveyed. 85% of them responded that they received critical information from people, as opposed to impersonal sources such as indirect data repositories.

Four characteristics that encompass an effective relationship management were defined. Being cognizant of other's ideas; having access to the necessary people; interacting and interrelating with co-workers to develop synergies; and feeling comfortable with the individuals one networks with are all critical features that need to be recognized to construct a cohesive work environment.

Managers often find themselves distant from a company's formal structure, which consequently results in them having "misperceptions" about the actual patterns of relationships. Some projects leaders even found it more effective to correspond with junior employees to obtain information. The study found that the physical environment, and specifically the proximately of co-workers played an important role in fostering a strong interpersonal network. For example, Chrysler has brought all the people involved in new car development into one building so that they can have face-to-face access to each other. In other companies, a social network diagram aided in breaking down invisible barriers between managers and their employees.

In one example at a large petroleum company, the production manager was the main point-of-contact. If in the unforeseen circumstance that this individual was to leave the company, not only his technical erudition would depart, but also his inter-company associations would disintegrate. The article further illustrates how companies are shifting performance incentives to encourage team initiatives and dissuade Machiavellian behaviour. For example, World Bank, has arranged employees in thematic groups so that anyone in the organization can contact or locate the relevant expertise. Some organizations made knowledge sharing a part of their mission or code of ethics. At Buckman Laboratories, all associates are empowered to speak with any associate at any level, and this is supported by a communication technology that gives each employee access to all other employees.

In conclusion, the article touches on some interesting and beneficial techniques to foster continuity and cohension amongst co-workers within an organization to maximize on synergic opportunities to attain optimal efficiency from an organization's human capital.

http://agelesslearner.com/articles/knowing_crossetal_tc600.html