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Figure
10:Inside the organisation, some of the links between people
are definitely outside the hierarchy. |
Figure 11: All networks must end somewhere. Even though theorically,
everyone knows everyone else, this does not mean that wants
to talk to anybody else. Barriers are there which can’t
always be lifted. Some are natural (common interest, project
teams working around the same client or a group of clients,…)
some are more artificial (e.g. procedures preventing lower
level employes from having direct contact with people higher
up in the hierarchy.
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What's more, according to him, working across the organisation
can generate much stress and anxiety. The main difficulty is to
provide compensation for a job which is not entirely official
or at least done behind the scenes. Thus, expecting a reward for
a job which requires that corporate rules be circumvented is somewhat
of an oxymoron too. Beyond anxiety, the lack of recognition may
trigger a strong sense of injustice among employees and may also
prove hugely discouraging for them in the medium to long term.
IV- of networks and
men
Of all times, formal and informal networks have existed; whether
they be aiming at the interest of a small group of people or the
general interest. Informal networks are not the product of our
post-modern society. In fact, it's mostly in the nature of humans
to get together and help each other and complement each other
until they form a chain of solidarity, when the powers that be
do not make it possible for a group of individuals to reach their
objectives. Most probably, informal networks have, in one way
or another, always existed. It's up to each of us who wants to
use this powerful tool to do so ethically and with respect for
others. This is indeed a powerful tool because it ignores hierarchical
obstacles, when hierarchies are there for people who are more
interested in politics than the general interest. Informal networks
enable people to achieve great results, despite organisation silos,
mainly when processes are failing or are poorly implemented.
Informal networks are also a very interesting form of counter-power
because they are change enablers, based on the skills and the
mutual respect of their members. However, sometimes informal networks
can also oppose changes when the implementation is poor and leading
to a deadlock. Informal networks cannot be avoided. As old as
civilisation itself, they are born from the trust that people
give each other, whatever their aim; be it good or bad. I don't
think therefore that there is anything new in them.
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Figure
12: Some organisations, mainly when they are very large
are very good at creating barriers which reinforce power
and authority. People behind barriers are always more mysterious
and authority is fuelled by that mystery, because you are
more led to fear those whom you don’t know well: ‘No man
is a hero to his valet-de-chambre’ [40] .
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What is new though is how quickly you may be able to build your
informal network online nowadays, thanks to all those Internet
tools that are available to you. But they are nothing but tools;
anybody does not want to talk to anybody else. What is striking
though is how individuals are prone to develop their own personal
strategies outside their social and professional hierarchies;
such strategies help them escape an order on which they seem to
have no control. Social rigidity - to a certain extent - is a
thing of the past. The sort of immutable certainly and comfort
that it generated is over too. People have - however unprepared
they may be - to get used to living and making the most of their
uncertain futures. Their own special way of reducing risk is to
rely on themselves and try and form pockets of resistance or conquest
through informal networks, which they master.
This
individuation is very different
from individualisation; it can be found in informal networks and
informal networks do reinforce that individuation in return.
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Figure 13 :Networks
are stronger when they link with outside members in order
to poster cross-fertilisation. This can also help lift a
few internal hierarchical obstacles.
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