Social networks inside (and the structured/un-structured dilemma)

I have been answering some LinkedIn questions and I thought I would post one of them. The question was about the use of internal (to the firm) Linked-In type of tools and, by default, the structure/unstructured sides of the organizations. This are my comments: This is at the core of my work as organizational consultant.

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Networks, economics and politics

Albert-László Barabási is a physicist whose study of networks has brought good light to the understanding of many network-phenomena. I quote his work in depth in the book Viral Change because his approach is crucial to understand how change works inside the organization. To my knowledge my book is pioneer in the application of network

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Cultural change? Change behaviours

A typical case of “change culture” need arises in sales forces that have been created with strong individualistic ethos. You have hired people able to sell ice to Eskimos and for years rewarded them with big bonus for their individual sales performance. Now you have discovered that the Darwinian system that has worked in the

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People are resistant to change = fantastic alibi to justify slow, painful and unsuccessful change

The management-of-change world is full of mythology constantly reinforced by the Big Consulting Police which understands change as something intrinsically big, painful, and…er…expensive. In my book “Viral Change: the alternative to slow, painful and unsuccessful management of change in organizations” (meetingminds, 2007) I describe how I do it, and how 15 myths, one of them

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