Conversation Networks
It has long been known that , In the majority of organisations, large or small, the informal communication network will have a more powerful influence over the organisations success than will the formal or hierarchical communication network. Consider just one network example - the grapevine.
It is in the interests of an organisation to map and understand its informal network, and learn how to use it effectively. Fortunately, various researchers have explored the phenomenon that recently led to development of software packages to x-ray networks. The packages allow critical questions to be asked of people in the organisation, questions like “who do you talk to for help” and “how valuable is that connection” and “who comes to you for help”. The software packages process all the responses and produce a 3D graphical plot so you can visualise these ‘help networks’, and also provide a variety of tables.
This Conversation Networks training course focuses on how to interpret and use the complex information that can be gleaned from data tables and visual maps. The map will expose the inevitable communication weaknesses and important vulnerabilities that can then be intelligently addressed. Options here might include thoughtful manipulation of communication opportunities within the organisation, along with relevant communication training and ‘network’ training.
In organisations where network reshaping has been done properly, the outcomes have been highly favourable. Investigators report:
- Better decision implementation
- More creativity and innovation
- Improved overall performance
- Higher strategic functioning
Case histories demonstrate:
- Better retention (halved turnover)
- Better climate & culture
- Faster responses to change
- Lower stress
- Better stake-holder relationships
Who will benefit from Conversation Networks
Any organisation with managers and/or executives and with more than 10 people on staff. It’s that simple. Maybe 20 at the outside. Any more than 20 total staff members and it doesn’t matter how many or few subordinates a manager or executive has. The important number is the total number of employees in the place - including the managers and executives. If you can’t influence informal communications to some extent, than it is out of control, and there is no such thing as a friendly informal network. You have to MAKE it so.
Outcomes of Conversation Networks course
Delegates will gain:
- understanding of how informal networks form
- understand the numerous types of informal networks
- know how to assess and map such networks
- understand how to decide which networks to attend to
- appreciation of the potential friendly nature of networks
- appreciate why employees actually prefer friendly networks
- understanding of how to interpret network maps
- understand how to influence networks
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