They say that companies are a communication network, where each person, each member of the company represents a point on the network, and each interconnection between the points is related to communication.
So we could say that the stronger the network, the better the company communicates. The more woven and denser the links between the points, the greater the communication.
In SerGerente.com.ar we have advanced on this theory in order to enrich it and make it a little more applicable.
The issues to consider are:
- Everyone must communicate with everyone? How is the quality of each communication, channel or link measured? Are there optimal paths between one point and another? The location of the points depends on some variable?
First of all, we have defined that the size of each circle corresponds to that person's ability to communicate, that is, to their leadership within the company. Remember that the ability to communicate properly and leadership are sides of the same coin.
Thus we have that a larger circle corresponds to a person who is very skilled at communicating with others, who communicates from his emotions, who does not make judgments, who really has a positive impact with his words, etc. On the other hand, a smaller circle corresponds to people who do not communicate well, who lie, who make too many judgments, who speak too much or who speak too little.
In an ideal organization, the size of the circle should have a lot to do with the position within the company, however, in practice, it is generally not the case. Therefore, in our analysis the size of each circle has nothing to do with the position of the person within the company.
Second, and bearing in mind that the size of each circle is related to the ability to communicate, larger circles should have thicker communication flows. That is, each interconnection that comes from a large circle must be represented by a thicker line. Always the width of each interconnect depends on the size of the largest circle. In the same way, a larger circle should be able to have more interconnections with other points (people) than a smaller circle.
A limit of interconnections should be established according to the size of the circle and the organization of the company. For example, the larger circle can support up to 10 interconnections (in practice it is the leader who usually interacts with 10 people, for example), while a small circle can have a limit of 2 interconnections (this is the case of an operator who interacts with the leader and with one other pair only). Each case is particular.
Third, the location of each point does correspond to the position or position they occupy in the company, that is, in the area where they work. In order to organize ourselves and the graph to be similar to an organization chart, the points of the highest positions will be located above, while the collaborators will be located below. We will also group people from the same area within the same sector on the graph.
An important slogan is to try that the interconnections are not very long. As a rule we will try not to join points arbitrarily, but following the organizational order of the company and taking into account that the points are not points, but people. Here begins the work of order and disorder, where the network is transformed into an intelligent graphic called by us INTELLIGENT COMMUNICATION NETWORK.
As we can imagine, this graph that we will make can be done directly on the organization chart of your company, if they find it. Now the organization chart has a reason for being.
This is an example of an RCI
From the RCI we can:
Design optimized information circuits.
Detect communication failures in the company (80% of the company's problems are due to communication failures, the other 20% of the problems are poorly communicated).
Perceive inequities between position and leadership.
Improve the organization chart.
Detect hidden sectors of the company or dismembered areas.
Improve the RCI !!!.
Analyze sectors of the company taking each point as an area and not as a person.
Analyze hierarchical staff graphing only managers.
Analyze sectors individually.
