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Little by little, informal networks are becoming mainstream. Ubiquitous Internet access is also making networking more important every day. Beyond our ever increasing fascination for informal networks, one may still rightfully wonder whether networking is something new or a fad or even something which always existed and is key to human beings living in congregations

 

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  OF NETWORKS AND MEN (PART VIII)  
   
 

III f Sixth limitation: achievement reports

According to sociologist Christophe Dejours [39] , if you want to do your job right, you are bound to circumvent your company rules at all times. You are also bound to bypass your hierarchy (preferably without telling them), and you will have to resort to your own informal social network one day or another. What Dejours demonstrates is that it is almost impossible to measure the performance of such employees because of the very fact that their jobs are informal. Besides, Dejours believes that most employees who have to work across the organisation in informal networks do not feel totally comfortable with that situation, especially when their attempts have not been successful.

  Of Networks and Men
Can solidarity prove more useful than Corporate processes?
 
   

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Figure 10:Inside the organisation Figure 10:Inside the organisation, some of the links between people are definitely outside the hierarchy. Figure 11 : All networks must end somewhere.

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.

 
 

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.

Figure 12: Some organisations, mainly when they are very large are very good at creating barriers which reinforce power and authority.

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] .

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 [41] is very different from individualisation; it can be found in informal networks and informal networks do reinforce that individuation in return.

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.

 
 

[39] Dejours’s work on Dejours’s work on performance reviews is entitled: L'évaluation du travail à l'épreuve du réel (when performance reviews meet reality), by Christophe Dejours (paperback edition) INRA: http://www.inra.fr

[40] See: The philosophy of history by G. W. F. Hegel Translated by J. Sibree “No man is a hero to his valet-de-chambre," is a well-known proverb; I have added - and Goethe repeated it ten years later - "but not because the former is no hero, but because the latter is a valet." He takes off the hero's boots, assists him to bed, knows that he prefers champagne, &c. Historical personages waited upon in historical literature by such psychological valets, come poorly off; they are brought down by these their attendants to a level with - or rather a few degrees below the level of - the morality of such exquisite discerners of spirits.”

[41] See Footnote 15

 

 

 

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