Organizational NetworksMy HR Post

We constantly talk about the dynamic changes in the business environment and how we need to adapt in order to survive, but how much do we look into the dynamics of our own organizations to make sure we achieve a balance that will allow us to thrive?

I we take Fritjof Capra‘s definition of dynamic balance, we find a different way of looking at our organization which can help us in better defining our HR Strategy.

“An ecosystem is a flexible, responsive, ever-fluctuating network. Its flexibility is a consequence of multiple dynamic sense-and-respond feedback loops that keep the system in a state of dynamic balance. No single variable is maximized: all variables fluctuate in concert around a collective optimum.”

Lets clarify this definition by looking at how Giles Hutchins talks about feedback loops in his book “The Nature of Business“:

“Nature is interconnected and interdependent, with every part of the ecosystem functioning as part of myriad seamless endless cycles. These beautifully coordinated cycles of nutrients, energy, water, materials and information are possible because of the feedback loops. Feedback loops are nature’s way of ‘staying in sync’ with ever-changing conditions.”

So the question is, do we really pay attention to the messages the organization is providing? Do we create an environment where there is a constant flow of feedback that enables the organization to continuously adapt to the constant change?

I fear the answer is no. One of the most important components of the definitions above is that every single part of an ecosystem is important. What I tend to see in organizations is that when there are conditions changing in the market, it is mostly upper management and the marketing and sometimes strategy specialists who define what the company will do in order to weather the storm. What we tend to forget is that there might be other things we can do to adapt that we don’t know of because we are not listening to the organization.

I have had the fortune (and also the stress) of living and working in Argentina during the hyperinflation. When I say hyperinflation I mean it: 4,923% inflation in 1989 followed by 1,343% in 1990! It is difficult to convey the type of environment this creates. You need to make decisions and make them fast. You need to decide if you are going to sell your products or not because between when you send them to the customer and when you receive their payment the money you receive is not enough to pay for the costs of producing it. In essence, you need to figure out how to survive.

I was working at a B2B company at the time and witnessed one of the best examples of how to listen and use the feedback to make it through the difficult times and be prepared for when things got better. We could not send the sales force out to get orders so, what could we do? They came up with impressive ideas of how to build customer loyalty by helping them find ways to move through this crisis and survive themselves. Sometimes it was simply helping them figure out a solution to a problem that normally would require a big investment but that with a little ingenuity could be resolved with much simpler means. It had nothing to do with our specific business, we were only helping out by listening and providing ideas.

By Opensourceway

What we were able to do with this approach of listening to employee ideas, keeping them informed of how things were evolving, involving all in thinking how we could reduce expenses so we could keep everyone employed, how to help our customers while we could not even provide them with our products, was to have extremely committed employees and customers. As soon as things started to improve a little and we were able to see the light at the end of the tunnel, we started selling at levels that were significantly higher than before the crisis. We became the number one provider for our products and services in the market.

What would have happened if we had not listened? I don’t know if I would be where I am today, because I don’t know if the company would have survived and maybe my career would have taken me to other shores.

My point is, if we want to maintain a dynamic balance that allows us to thrive despite difficult or normal ever changing conditions, we need to ensure that we have open communication channels that allow us to benefit from the knowledge and ideas of employees at all levels. Maybe looking deeply at some of the examples of companies that have failed can provide us with insight as to how much the employees knew about the mistakes their upper management was making and that they felt they had no power to influence or make their voices heard.

We don’t need to take this to the extreme. If we fail to listen and take advantage of the knowledge of our employees, we might still succeed but we will probably not achieve as much. Our role, when defining our HR Strategy, is to make sure we understand the dynamics of our organization and enable the feedback loops that will take advantage of our employee’s insights and ultimately achieve dynamic balance.

We are familiar with the fact that organizations are made of networks of relationships. What we rarely try to identify is what Fritjof Capra in his book The Hidden Connection: A Science for Sustainable Living calls “boundaries of identity and interaction” and how these can influence the success or failure of our HR initiatives.

So, what are these boundaries and how can we seek to unveil them within our organizations? Lets try to analyze them from the perspective of their effects. Have you ever been in a situation in which you had to reorganize, followed all the customary procedures to define who adds more value, who less, what positions you actually need and which seem superfluous? You then implement and suddenly find that the organization has lost some key component that had not been identified and things don’t quite work as expected. Giles Hutchins, in his book “The Nature of Business” says that:

“(…) in business, it is not always obvious which parts of the organization that are not overtly adding value are merely there for the ride, or are providing a subtle benefit unmeasured by the normal performance assessment process. Cutting dead wood from an organization in challenging times may be prudent, yet damaging a useful web of stakeholder relations in times when greater resilience is needed is not prudent.”

Understanding the subtle networks of relationships that exist within an organization can be an art. We also need to understand that these relationships are not static. Like Hutchins mentions in his book, “two organisms can have many different types of relationship over time, or even at the same time.” Therefore our observation of the organization cannot be a one-time-only occurrence.

Social production as a new source of economic value creation

by Opensourceway

We need to establish our own networks and take every opportunity we have to observe and interact with as many people in the organization as possible and keep track of what we find. This will enable us to develop a map that overlays the organizational chart creating a picture that combines the formal and informal networks that exist. If someone moves from one position to another, that does not mean that the relationship they have with their former group ends, their influence is probably still there if there was a strong bond within the team.

Who are the people that employees mention when they are discussing examples of leadership? Who do they look to when they want to see what it takes to be successful? Who do they go to when they seek coaching? It is more frequent than not that these are not their direct managers unless they report into one of those great leaders that tend to be so few.

Who do employees identify with? Are there teams that have a strong sense of identity? What drives this cohesiveness? Is it the formal leader of the team or is there a team member that seems to be the driving force behind it? When there is a team that is viewed as a positive example, what we do to that team will also have an impact on the rest of the organization. If we eliminate it because the work they specifically do is not needed any more, what we are saying is that we do not value the principles on which this team operated. If, on the other hand, we figure out how to deploy the team to other work, we are reinforcing that this is the model we want people to immitate.

From the opposite perspective, are there teams that we have identified as being dysfunctional? What are the characteristics of the leader? What is the driver of the lack of identity? Can we identify a specific person that seems to be the disrupting factor? It has been my experience that most of dysfunctional teams lack good leaders. When I have been able to identify a team whose dynamics are negative, it normally correlates with managers that are “old school”, not on board with what the organization is now asking them to do, and frequently boycotting initiatives through sarcastic comments, or they are weak and unwilling to take charge and address the negative behavior of a team member.

A thorough knowledge of these networks, and the understanding of the organization dynamics that it provides, will provide us with vital information we need when we are developing our HR Strategy and programs. As I mentioned in “Why do HR Strategies Fail?”, we definitely also need to have a thorough understanding of the business strategy. Through our work to learn the business we can gain much of the knowledge we need and this will enable us to be attune to the subtle networks that influence what the organization can achieve.

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Tag Archives: Organizational Networks

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