Many factors influence the way we experience our work today, regardless of the sector or industry in which we work. Funding pressures, constant organizational restructuring, demographic shifts and technology are fundamentally reorganizing our workplaces. In our attempts to address these changes through our traditional organizational structures we often encounter decision making bottlenecks and critical communication gaps that can affect our ability to achieve our business goals. Identifying expertise, talent and leadership amongst staff becomes crucial to succession planning initiatives to support this new work reality.
One way around this is to move from the traditional hierarchical organization chart to a more fluid and adaptive set of relationships and connections that more accurately reflect how our organizations work. This article will focus on the practice of social network mapping within organizations to deliberately leverage and engage these intra-organizational sets of informal connections that are less “hard-wired” than formal organizational working relationships.
Although it is often used when organizations are planning for a large change initiative, network mapping can also be used to quickly identify and visually map internal linkages that have been established informally across organizations. In particular, the article will highlight the applications of the tool to identify hidden talent and leadership within the organization to support succession planning initiatives and diagnose internal communication and decision making blockages.
