![]() ![]() ![]() It is one problem to learn or act on knowledge with others who think like you (such as in a community of practice) however, it is an entirely different problem to do this in diverse social contexts, such as cross-functional teams, where people often do not share a common vision, language, metrics of performance, or even understanding of the problem. Yet both practical experience and scholarly research indicate significant difficulty in getting people with different expertise, backgrounds, and problem-solving styles to integrate their unique perspectives effectively. People rely heavily on their networks of relationships to find information and solve problems-one of the most consistent findings in the social science literature is that who you know often has a great deal to do with what you come to know. This is particularly problematic in knowledge-intensive settings where management is counting on collaboration among employees with different types of expertise. Social networks often complement or compete with such aspects of organizations as formal organization structure (think “org chart”), work processes (think “job description”), human resource practices, leadership style, and organization culture. This section draws on extensive social network research to help you understand the managerial implications of that body of knowledge. Identify various types of social networks.Understand the key dimensions of social networks. ![]()
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