WHAT YOUR WORKERS REALLY THINK OF YOU?

MCGREGOR (2006) BUSINESS WEEK/ 2/27/ 48.

For years sociologist used interaction process analysis to determine social networks. Under a new name, it is now being used by businesses. They are looking for key workers 1) which colleague does one turn to most frequently 2) whom did they turn to for expertise 3) who boosted or drained morale? Although all the workers participate, only management receive the results. If the workers see it, many are hurt. Those without many contacts feel blue because they are social isolates. However, an isolate may be good at a number of special tasks that an organization needs. This does not resonate with the isolate. To management, the sociogram  tells the manager exactly who are the people they should go to first.

The entire program is now on software so the outcomes can be analyzed many times over. If a worker leaves, there is a ripple effect and the process has to re surveyed every time. It is also helpful for mergers and acquisitions, change and conflict,innovation, talent, succession. It also can spur changes in office arrangement and who receives more privacy (without prestige) for those productive isolates.

One can also see where teams are not integrating, where innovation is being thwarted, where toxic persons should be placed to boost morale because there presence is not wanted.  At times, portions of the map of analysis or sociogram is shown to key workers  or all the staff.

The it is time to reevaluate.