The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations

by Robert L. Cross, Andrew Parker

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 informal employee networks in well-known companies around the world, Cross and Parker show managers how to conduct a social network analysis of their organization.

Product Details

ISBN-13:	9781591392705
Publisher:	Harvard Business Review Press
Publication date:	06/02/2004
Pages:	240
Product dimensions:	6.40(w) x 9.50(h) x (d)

About the Author

Rob Cross is an assistant professor at the University of Virginia's McIntire School of Commerce in Charlottesville. Andrew Parker is a Research Consultant with the IBM Knowledge and Organizational Forum in Cambridge.

Table of Contents

Preface

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

What People are Saying About This

Barry Wellman

Social network analysis is becoming an important tool as organizations become fluid and less bounded. Rob Cross and Andrew Parker have walked the walk by analyzing real organizations. Now they talk the talk, linking their concrete experience with scholarly acumen to show how understanding networks can improve communication and productivity. This clearly written book pays off doubly-for managers and for scholars.
—Founder International Network for Social Network Analysis, University of Toronto

Nitin Nohria

Informal social networks are hidden source of power and influence and the real pathways for getting things done in any organization. This book brings into sharp focus this often under-appreciated aspect of organizational life. It is a must-read for anyone who wants to be a leader.
—Richard P Chapman Professor of Business Administration, Harvard Business School, and author of What Really Works

Thomas H. Davenport

Managers are finally beginning to grasp the importance of social networks. But until they read this excellent book, managers won't know how to understand and analyze networks, or how to translate the analysis into better organizational performance.
—President's Distinguished Professor, Babson College, and Accenture Fellow

Larry Prusak

At last! A comprehensible research-based text on social networks written for those who actually want to do something productive with those networks. Well written, down-to-earth, and very valuable, this book is sure to be cited and used for many years into the future.
—Distinguished Scholar, Babson College

Editorial Reviews

When networks organize themselves, they can drain coordination, learning and performance. The solution...is to make the network visible.

Time Magazine

Cross and Parker offer managers suggestions for improving their organizations' social networks.

CIO Magazine

Research consultants Rob Cross and Andrew Parker have performed a study of more than 60 informal networks within organizations around the world and have found that most managers do not understand how these "invisible" social networks really work. To help managers find, analyze and support these employee networks, the authors describe the specific actions that managers can take to energize them and help them become more efficient, productive and innovative. Copyright © 2004 Soundview Executive Book Summaries

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