Chapter 2: Strategic Development of Network Structures That Support Learning and Adaptation

Self-organized, informal networks provide crucial pathways to communicate, learn, innovate, and collaborate. People whose jobs demand creativity, learning, or adaptability often meet these needs through informal ties to others who share their interests or complement their expertise. Initial interactions that solidify into long-term professional relationships then provide means and motives for cooperation in the future. People introduce their colleagues to each other, the informal networks expand, and informal leaders arise. The leaders serve as go-to gurus, information gatekeepers, organizers, and mediators. By supporting these informal leaders' activities and the ongoing development of social capital, managers can greatly improve their organization's performance (Graen & UhlBien, 1995). In addition, formal leaders may improve their organization's readiness for rapid change or disaster by encouraging appropriate growth of responsive informal networks (Graen, 2007).