- Title Pages
- Foreword
- Acknowledgments
- Credits
- Contributors
- Introduction
- PART I SOCIAL CAPITAL
- 1 How to Invest in Social Capital
- 2 Fast Friends—Virtuality and Social Capital
- 3 Trust and Knowledge Sharing: A Critical Combination
- PART II SOCIAL NETWORK ANALYSIS
- 4 Six Myths about Informal Networks— and How to Overcome Them
- 5 Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks
- 6 Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration
- PART III COMMUNITIES OF PRACTICE
- 7 Communities of Practice and Organizational Performance
- 8 Keeping Communities of Practice Afloat: Understanding and Fostering Roles in Communities
- 9 Learning from the Connected Customer: Enhancing Customer Web Sites with Community
- PART IV KNOWLEDGE AND STRATEGIC ALLIANCES
- 10 Knowledge Resource Exchange in Strategic Alliances
- 11 Leveraging Knowledge Management across Strategic Alliances
- PART V STORYTELLING
- 12 Using Mentoring and Storytelling to Transfer Knowledge in the Workplace
- 13 Narrative Patterns: The Perils and Possibilities of Using Story in Organizations
- Index
Six Myths about Informal Networks— and How to Overcome Them
Six Myths about Informal Networks— and How to Overcome Them
- Chapter:
- (p.47) 4 Six Myths about Informal Networks— and How to Overcome Them
- Source:
- Creating Value with Knowledge
- Author(s):
Rob Cross
Nitin Nohria
Andrew Parker
- Publisher:
- Oxford University Press
This chapter dispels six commonly held assumptions about networks in organizations. These myths include: (i) to build better networks, we have to communicate more; (ii) everyone should be connected to everyone else; (iii) we can't do much to aid informal networks; (iv) how people fit into networks is a matter of personality (which can't be changed); (v) central people who have become bottlenecks should make themselves more accessible; and (vi) I already know what is going on in my network.
Keywords: networks, organizational communication, collaboration, knowledge sharing
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- Title Pages
- Foreword
- Acknowledgments
- Credits
- Contributors
- Introduction
- PART I SOCIAL CAPITAL
- 1 How to Invest in Social Capital
- 2 Fast Friends—Virtuality and Social Capital
- 3 Trust and Knowledge Sharing: A Critical Combination
- PART II SOCIAL NETWORK ANALYSIS
- 4 Six Myths about Informal Networks— and How to Overcome Them
- 5 Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks
- 6 Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration
- PART III COMMUNITIES OF PRACTICE
- 7 Communities of Practice and Organizational Performance
- 8 Keeping Communities of Practice Afloat: Understanding and Fostering Roles in Communities
- 9 Learning from the Connected Customer: Enhancing Customer Web Sites with Community
- PART IV KNOWLEDGE AND STRATEGIC ALLIANCES
- 10 Knowledge Resource Exchange in Strategic Alliances
- 11 Leveraging Knowledge Management across Strategic Alliances
- PART V STORYTELLING
- 12 Using Mentoring and Storytelling to Transfer Knowledge in the Workplace
- 13 Narrative Patterns: The Perils and Possibilities of Using Story in Organizations
- Index
