Layers of Diagnosis for Planned Relational Change in Organizations

Abstract

Planned change innately involves shifting relationships and patterns of interaction. Social network analysis can make these patterns visible and so help target interventions. Yeta great deal of conscious and unconscious interpersonal dynamics that should also be considered exist beneath the surface of such patterns. This in-depth case study illustrates how clinical and network approaches to diagnosis can reveal different change interventions. Three principles for combining clinical and social network techniques are identified. First, in addition to viewing structure as constraining action, networks should be considered as symptoms of deeper organizational issues. Second, networks should be understood normatively in terms of rational task requirements but also in terms of other, less observable (and possibly irrational) needs of organization members. Finally, analysts and change agents are best served by developing relationships of trust when applying social network analysis and interpreting patterns in ways meaningful to those being assessed.