A mapping technique, called social-network analysis, is increasingly being used by corporations to understand how their workers communicate with each other. Under the rather simple method, employees are each asked who they turn to for help. A map is then drawn revealing dark patches around employees who work closely with others and lighter areas where there's little interaction.
According to an article in The Wall Street Journal, companies are using such mapping techniques to understand weak points in internal networking activities. It also promises to help identify "unheralded stars" as it has been shown that the best collaborators in organizations aren't discovered in performance reviews.
The article states that collaboration efficiency has become more important as workers are spread across the globe.
University of Virginia professor Rob Cross said such analyses can help:
- Improve efficiency by curbing silos and bottlenecks;
- Increase revenue through cross-selling;
- Spur innovation by connecting key experts;
- Support organizational change through opinion leaders;
- Identify key employees who make colleagues more productive.
MWH, a Colorado-based company specializing in water projects, started using social-network analysis in 2003 when executives sought to reduce costs and improve cooperation among their seven technology centers. It found that information flowed well inside each location, but communication between offices was poor. Frequently, the only information was funneled through bosses. Said Victor Gulas, who runs both information technology and human resources for MWH, "There were silos and there were gatekeepers."
After five years under social-networking, MWH estimates that it takes its technology workers on average 2.4 steps to get needed information, down from 3.2 in 2003.
One solution to improve collaboration is to periodically send workers to different offices to get to know each other. For example, MWH sent U.S. workers to fill vacation openings in the U.K.
But the bigger problem appears to be that office managers aren't delegating enough. MWH has hired executive coaches to help its top managers become less authoritarian and more collaborative. One acting coach was hired for a manager pinpointed as "low energy."
Ken Loughridge, the director of technology-support services at MWH, checks his own networking maps to make sure he's not a bottleneck and overly-interfering with his staff's interactions.
"I struggle," Mr. Loughridge admitted. "It was difficult to let go."
Discussion Questions: What are the best ways for managers to encourage employees to collaborate with each other? What do you think of the potential for mapping techniques around social-network analysis for organizations?