transactional analysis & social networking in business organisations

Listened in to a session on types of organisation and feasible social networking forms in these contexts, at the barcamp on Saturday. The message was rather a bleak one, if your own hope was that organisations will sooner rather than later take to SNS-related behaviour.

For example, I asked about the potential for developing support for social networking on the basis that, one week, you might look kindly on a request for advice/assistance with a problem someone else was facing, if you knew that you in turn could ask the network for help next week. But the view was that no project manager would entertain such a request in the first place unless it resulted in bottom line gain for his current project, because that’s what he’d be judged on.

I found this a bit depressing, partly because it’s not the basis I work upon (maybe I just need to be grateful I don’t work in that sort of organisation). But also because it seems not to give any credence or value to the sort of trade in small favours that it’s very hard to imagine not existing in any organisation. Can any organisation survive without allowing for this trade, I wonder. Without it, how does any one build up a network??

Perhaps one just has to be pretty granular about the size of transactions across enterprise (organisational) networks. Of course, you can’t run a project if loads of time is being spent doing favours for others (though constructs for managing this sort of trade are not entirely unavailable), but it’s hard to think of cutting it out entirely.

‘Transactional Analysis’? (well perhaps not quite – but it somehow fitted into the title of the post…;-)

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