Annotated Artifacts

Summer 2019  |  Spring 2019  |  Winter 2019  |  Fall 2018  |  Capstone Project

Summer 2019

Battilana, J. & Casciaro, T. (2013). The network secrets of great change agents. Harvard Business Review, 1-8.

Battilana and Casciaro (2012) enlightened me to realize how central I am to my organization’s informal network. As an Employee Relations Specialist, at a facility with 400 employees, the organization depends and relies on the Human Resources Department, as a fiduciary, providing influence, respect and trust. The article points to the change agents in an organization and their value. The comparison of a formal hierarchy structure to an informal network structure identifies change agents in a mock diagram (p.4). As the article discusses organizational development and its relation to change agents , I find that the informal network would be an effective and efficient way of communicating amongst employees.


KEYWORDS: Communication, formal hierarchy, informal hierarchy, change agent


Byham, C. W. (2009). Start networking right away (even if you hate it). Harvard Business Review, 22-23.


The article written by (Byham, 2009) unfolds the truth about networking. The author suggests the networking process does not need to be a painful process. For those who are introverts, this article suggests ways to make introductions easier with colleagues. The articles suggests introductions when your new at an organization. For example, when starting at a new position, it is a good idea to select colleagues that you would like in your network. These colleagues have valuable information and knowledge that will assist you in a proposal where you may lack pertinent data. The article relates to my Human Resources work experience, as the article provided excellent examples to follow when constructing and interacting with employees of an organization.


KEYWORDS: Network, introverts, information, interaction
Krackhardt, D. & Hanson, J. (1993). Informal Networks: The company behind the chart. Harvard Business School Publishing, 104-111.

This article was based on informal networks and an organization's network analysis.. An informal networks communication processes is that the communications are flowing freely and more efficient, compared to a formal communication structure. The authors ( Krackhardt & Hanson, 1993) identify three types of informal networks: Advice, Trust, and Communication networks. Organizations that use the informal networks revealed employees who are experts and trusted, and the flow of communication amongst departments. This article identified the importance of the communication of information and how collaboration and communication take place in a corporate institution. The informal structure of networks is valued because it strengthens employee relationships and social ties, and promotes motivation and energy.


KEYWORDS: Informal network, formal network, communication, collaboration, social ties
Uzzi B., & Dunlap S. (2005). How to build your network. Harvard Business Review, 1-8.

Authors (Uzzi & Dunlap, 2005), suggest that network connections, personal or work related must be maintained. The article suggests how to construct and strengthen your network by using a diagram that helps you map your network. When using this diagram it was easy to see Connectors, Brokers, and the subgroups that formed. The authors use a great example of Paul Revere and his colleague, William Dawes. The networks map revealed Paul Revere’s social network connects to multiple individuals linked through Revere himself. As for Dawes, his network was not connected directly through him, as his network formed clusters, that prevented communication flow from reaching others. I found this article interesting as it helped me understand the importance of social networking and constructing your network with strong ties.


KEYWORDS: Network, ties, mapping, connectors, brokers, subgroups
Uzzi, B., & Dunlap, S. (2012). Make your enemies your allies. Harvard Business Review, 1-8.

In the article Uzzi & Dunlap (2012) the 3 R’s (Redirection, Reciprocity and Rationality) is a mild solution, and this is not guaranteed to work. As a result, Gunning, an organic leader with a strong military background, was fortunate to use this methodology due to his military experience. I do not recommend this approach, because of a personal work experience that I had. After rejecting this offer, rationality was not an option. As the article states, rationality compares to offering medicine after a spoonful of sugar, as my colleague’s emotions had taken over. With this experience, I would leverage the 3 R's only if necessary, and I would need more information when being put into this situation. As in my case, this was not a positive experience, although this was a great learning experience that I can build on and share with others.


KEYWORDS: Strategy, redirection, reciprocity, rationale, methodology, trust