Watch for Deborah Peck’s June 2011 Leadership Power Group presentation
“Things Are Different Now: Leveraging the System –
Identify Social Capital in Your Organization”
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Dr. Deborah Peck
In today’s economic climate, many business leaders are thinking about how to do more with fewer resources. Cutting budgets, delaying projects and layoffs can only help so much. Old methods are not producing the desired results and it seems like there are no alternatives. Decision makers want real solutions to tough problems and need a different approach.
While the economy is down, it is a great time to embrace innovative methods for moving a business forward. How can productivity be improved? How can the best and most influential employees be retained to get the work done efficiently and maintain intellectual capital? Obvious options include restructuring or reevaluating current resources. Workers are asked to do more and more for their organizations to meet goals and remain competitive. But is this effective? There are ways to work smarter, not just harder.
Let’s consider a new way to view people as resources in an organization.
A typical view of an organization relies on an organization chart, which shows the rules , how knowledge is organized by function and authority. We often relate to the functions of an organization based on this view of people as resources; they support the organization and produce business results. But is this how work really gets done: by following the organization chart flow? Don’t answer too fast.
We all have work relationships. It is part of human nature to develop relationships – even at work. These informal relationships develop organically based on trust, interdependencies, and according to work circumstances. This is the social capital in an organization. Exploring these relationships explains how the work actually gets done in any organization. The workplace is dynamic and difficult to get a complete view, a systems view of how the organization functions.
How do you stay on top of an ever-changing business environment, business demands, and increased competition? The best answer is to make informed decisions based on objective information about how the work really gets done in your organization. A KĒS Network Analysis unlocks hidden information about an organization’s current and most valuable resources – its people. An Organization Network shows the ropes , how knowledge and information really flows among internal work groups.
Once an organization’s network is accurately analyzed, it is possible to prepare and position the business now so the company is ready to respond when the economy improves.
The who, what, when, where and why of understanding the power of informal networks in the workplace are:
Who: All people in an organization no matter level or title
What: A network analysis of how the work really gets done in an organization
When: Now – for those looking to remain competitive, increase business results, do more with less, make informed decisions and manage based on information unavailable through any other method.
Where: Within any company/organization
Why: To identify and address the causes, rather than the symptoms of organizational issues
As an example, a business owner is making budget cuts but still wants to move forward with some plans put in place for employee development needs that cannot wait. Some communication issues (a symptom) among departmental groups are apparent. A teambuilding session could offer a resolution to this issue while providing some teamwork training for employee development at the same time. To most, this may sound like a good plan and good use of the company’s precious dollars. Never before has it been so critical that the money spent produces the desired results.
Therefore, it’s important to consider: Is communication really the problem (the cause)? Could it be something else? Is there a way to be sure? There are some options.
1. Do nothing (there is still a cost associated with doing nothing)
2. Go ahead with the team-building session and hope for the best
3. Address the cause, not the symptoms of the communication issue
Addressing the causes, not the symptoms of issues in any organization is best done using the Knowledge, Experience, Skills (KĒS) Network Analysis© system. The invisible webs become real through maps (figure 2). Patterns emerge and the maps are combined with metrics that offer a valid interpretation of what is really occurring in the organization. The KĒS system uses NetForm™ to map the networks and identify the key influencers – the top 5% in the organization that can make or break the organization. There is other information gained from the analysis to help leaders make informed decisions that reduce the risk of wasting budget dollars.
KĒS Network Analysis is useful for several applications in the workplace including such things as organization restructuring, succession planning, change management, leadership development, and mergers and acquisitions to name a few. The analysis provides rich information and recommendations about what is or is not working in an organization. Networks are dynamic and provide a snapshot of what is occurring real-time for objective information to make informed decisions.
As a business leader, you can continue to base your decisions on the organization chart (do the same thing and expect different results). Or, you can use the network and make informed objective decisions that will exact change and results that are swift and essential. Which will you choose?
Dr. Deborah Peck is the president and principal consultant at Seityinsight. (www.seity.com). She is the developer of the Knowledge, Experience, Skills (KĒS) Network Analysis© system, which physically maps work relationships and productivity paths within organizations and offers solutions to address the causes identified. Dr. Peck analyzes the human capital in relation to the social capital to provide a systems view of the organization. Dr. Deborah Peck may be reached directly at 480.922.7102 or dpeck@seity.com.
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