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Networks in The Workplace

Just as each of us has social networks of acquaintances, friends, and family members linked through communication, workplaces also have systems of communication linkages, known as organizational networks (Miller, 1995). Organizational networks are defined by three characteristics: the nature of the information that flows through them, the media or channels through which the information flows, and the frequency and number of connections among people in a network, also known as network density.

In each organizational network, the types of information flowing through the network are diverse (Farace, Monge, & Russell, 1977). In some parts of the network, participants exchange work-related information. For instance, people in product development may interact regularly with people in marketing to create the right advertising campaign for a new product. In other parts of the network, participants share personal information. The “rumor mill”—by which coworkers pass along gossip and speculate about one another’s professional and personal lives—is an example.

The second characteristic is the media or channels through which people in workplaces exchange information. These include face-to-face encounters, cell-phone conversations, instant-messaging, and e-mail exchanges. Some networks may be virtual networks—groups of coworkers linked solely through e-mail, social networking sites, Skype, and other online services. Virtual networks are increasingly prevalent, as the cost of fuel for transportation skyrockets and more people opt to telecommute (work from home and communicate with coworkers via phone and computer). For example, 2 percent of U.S. adults in the workforce telecommute full-time, 9 percent telecommute part-time, and 48 percent of employers offer the option of telecommuting at least one day a week (Gaitonde, 2011).

Last, networks are defined by their density: how connected each member of the network is to other members. In dense networks, every worker regularly interacts with every other network member. By contrast, members of loose networks may have contact with just one or two other members. Density is influenced by a variety of factors, including job requirements (some jobs simply don’t allow for much interaction between network members), physical layout of the workspace (whether network members are widely separated or clustered together), and organizational culture (some workplaces encourage frequent interaction; others discourage it). However, two of the strongest factors are familiarity and intimacy: networks in which members have known each other for a long time and are personally close tend to be denser.

Organizational networks come in many different forms. Some are formally defined by the organization—the supervisors to whom you report, the employees you oversee, the peers with whom you collaborate. Others are informal and are created by coworkers themselves. Sometimes workplace cliques emerge—dense networks of coworkers who share the same workplace values and broader life attitudes (Jones, 1999). Within any workplace, a number of different cliques may exist: a clique of “slackers” who do the minimum work necessary, a “fast track” clique of ambitious young workers, an “old boys” clique of longtime employees, and so forth.

Workplace cliques educate new employees about whom they can trust and which networks they should belong to, helping people to quickly assimilate into the organizational culture. They also provide information about how things work in the organization. For example, when the copier breaks down or you need to expedite a shipment, members of a workplace clique can provide you with the assistance you need. But cliques can have disadvantages. For example, they may espouse workplace values contrary to those advocated by the organization: priding themselves on being “rebels,” or disparaging bosses behind their backs. Worse, they may encourage unethical workplace behavior, such as punching a friend’s time card to cover up the fact that the friend is absent.

Regardless of the form that organizational networks take, they are the principal wellsprings from which people get their workplace information. As a consequence, it’s vital to keep two things in mind. First, the private is public in the workplace. Because all workplace relationships occur within organizational networks, your communication and behavior will serve as material for discussion among network members. Presume that everything you say and do will be shared throughout your organization.

The private is public in the workplace

Second, the organizational networks to which you belong can strongly determine the kinds of opportunities—and obstacles—you’ll encounter as you advance in your career. For this reason, it’s important to build interpersonal ties with coworkers who are both respected and connected. Try to develop relationships with organizational insiders, workers who are reputable, knowledgeable, and connected to dense organizational networks. The coworkers you befriend will strongly determine your experiences in the organization.