July 2007
Intermediate to advanced
384 pages
9h 56m
English
By examining her unit's information-sharing network, Downing recognized opportunities to improve collaboration overall—especially if she drew on her growing knowledge of the personalities, expertise, and histories of the people in the network. To seize these opportunities, she developed network interventions focused on broadcasting her people's expertise, managing the leadership transition, rewarding collaborative behavior, and building bridges.
The ONA identified 10 senior executives in Downing's unit who had become central in the information-sharing network. These executives were well-connected opinion leaders on specific topics, such as post-merger integration ...
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