07 The Informal Organization – Part II


Understanding how networks work, what some of their fundamental laws are, what degree of informality of the social network is required and what the risks are of trying to create a social infection in the wrong collaborative space, are some of the key elements of Viral Change™.

This product includes:

  • 3 Articles written by Dr Leandro Herrero:
    • In friends (colleagues, pals, mates, buddies) I trust. Trust in organizations is horizontal. Our management systems are vertical. ‘Houston, we have a problem!’
    • A culture of X is one where X is part of the normal conversation.
    • 3 Inconvenient truths about leadership and change
  • 2 Book Chapters:
    • A book chapter from Dr Leandro Herrero’s book ‘Homo Imitans, The art of social infection: Viral Change™ in action’: 4.2 Scalable Influence
    • A book chapter from Dr Leandro Herrero’s book ‘Disruptive Ideas, 10+10+10=1000: The maths of Viral Change™ that transform organizations’: Changing the way we think about change
  • 1 Webinar Recording (accessible via link in Pdf):
    • The Company in an MRI. Connectivity, Communication, Collaboration. Webinar from The Chalfont Project.
  • 1 Video (accessible via link in Pdf):
    • Influence as the second discipline of Viral Change™
  • Time to REFLECT: 4 Questions for you to increase your learning outcome
  • Time to SHARE: A summary of main take-aways you can share with friends & colleagues or via social media

What you will learn:

  • How trust works in organizations and what that means for management
  • How you can use informal networks to create scalable influence
  • About different models of influence
  • About the role of connectivity for organizational change
  • About the role of behaviours for culture and organizational change, including examples

Our traditional management education has almost 100% focused on the formal organization, the structural fabric of teams, divisions, groups, committees and reporting lines. The informal organization, often also called the ‘invisible organization’, has always been a ghost: you know it’s there but can’t see, can’t manage, can’t measure, so I don’t do anything about it.

Today, the role of the informal organization is more recognised. But still it is important to remind ourselves of what the informal social networks inside the organization, the web of connections, the largely (but not totally) invisible side does, and why it is inexcusable for leaders today to ignore it, or even treat it as an anecdote. The informal organization is the real engine of change.