Informal Networks LO7746

DAVID REED (DPR9989@KGV1.bems.boeing.com)
Wed, 05 Jun 1996 10:40:29 -0700 (PDT)

[Arbitarily linked to LO7725 by your host...]

Replying to all who have contributed:

This has been an interesting thread for me. There appears to be some passion
surrounding whether to formalize (acknowledge) an informal network or to
leave it alone. After much contemplation, I am of the belief that one of the
roles of a project team or project leader is to define the informal network
(map it out) so that it's existence and value can be protected.

The typical process for developing project teams, (whether using P+ methods
or what-have-you), is to define the mission, purpose, and scope of the
project then define the team's structure. Identifying critical skills and
processes is very important to establishing the proper team structure. This
is where defining the informal network helps in identifying resources for
team activities. If, in defining the informal network, an individual who
possesses the experience and linkage to information becomes a central "hub"
of the activity, then she/he needs to be protected from re-assignment,
provided the opportunity to develop, supported in terms of rewards &
compensation (same as the team), etc. If that individual becomes
disconnected from the team (or made to feel not valued) then the team will
lose access to their knowledge, insight, ideas and abilities. The "corporate
memory" looses a vital cell.

So I believe that one of the first actions of any project team, should be
the definition of their informal networks. Then it becomes the role of the
project leadership to protect that asset.

David Reed Imagination is stronger than
H R Strategy Development knowledge, dreams are more
(206)655-3245 M/S 11-40 powerful than facts, and hope
dpr9989@kgv1.bems.boeing.com always triumphs over experience

-- 

DAVID REED <DPR9989@KGV1.bems.boeing.com>

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>