Change Needs Dyadic Mapping

Organization and Change

 

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Organization and Change > Best Practices > Change Needs Dyadic Mapping

Change Needs Dyadic Mapping
Suhartono Dr. MBA., MA, Director, Indonesia, Member
Successful change needs the very meaning of change, which is embedded within emotional relations among actors involved in the movement. The real change is the changes of the emotional relations or the structure of social ties among them.
Mapping the structure of social ties before the changes is a very important thing to do to understand at what certain factor(s) we need to work on to achieve the desired changes.
 

 
Structure of Social Ties
Kaiser, Management Consultant, United States, Member
Tony, I find your point of view very interesting. Can you provide an example of mapping the structure of social ties.
 

 
Dyadic Mapping and Change
Taurai Albert Mutasa, Student (University), Zimbabwe, Member
This is incredible and of interest to me as an OD person, but what tools do we use to map Tony? Can you explain a bit or give an example?
 

 
Structure of Social Ties
Kaiser, Management Consultant, United States, Member
Has Tony ever replied? With an example? Or suggested what tools to use?
 

 
Mapping of Social Ties
Elaine Young, United Kingdom, Member
I'm very interested in this! Tony - can you provide examples of tools to use?
 

 
Structure of Social Ties
Gary Wong, Consultant, Canada, Premium Member
What comes to my mind is the emerging work being done in Social Network Analysis (SNA). If we view the typical organization hierarchy as being vertical, then networks give us a horizontal view. I recommend reading Seth Godin's book "Linchpin".
In my consulting work, I stress this is not a vertical versus horizontal issue. Effective organizations need both. Vertical organization structures satisfies the need for governance ("the buck stops here") while networks describe how work gets done in an organization ('the buck flows here").
We can map these social ties by asking each person who they talk to daily, weekly, monthly. Beside work networks, we can also discover the information networks and social networks that really make up the org's culture. Another interesting mapping exercise is to collect stories as data points. By plotting them, you can produce a landscape.
Then there is what Google+ ripples is offering. Fascinating stuff that's emerging!
 

 
Dyadic and Social Mapping / Structure of Social Ties
Kaiser, Management Consultant, United States, Member
Thanks Gary. Love to know more about your work in this area.
 

 
Structure of Social Ties
Dr Gary Jones, Business Consultant, Australia, Member
Good stuff Gary. You have touched on the the informal organization. This social network holds a large amount of power if harnessed. It can can provide a powerful management tool. Firstly the informal organization leader needs to be identified and through managerial skills direct his thinking towards the organisations goals.
One important goal is to increase the willingness to change - as most people are resistant to change (why change it works fine!). Whether a transactional, transitional or transformational change, implementation is much easier if there is no or little resistance.
One method I have used is to make the staff champions of change through communication, which of course is much easier if the informal leader is positive about the change. Change is a sub-set of strategic actions.
 

     
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