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Based on recent client consultations on Organizational Development, conducted by our team of experts, including Zoltan Kadar Friisberg Hungary’s Senior Consultant, and our special advisers at BondWeaver, the following clear trends were observed as changes within organizational networks due to Covid-19:
This has been on the rise within organizations due to the onset of the pandemic, as well as the ensuing economic recession/crisis. It can be seen through the change in communication patterns – in particular there is a higher level of “noise” within the networks as people try to gather information about the company and their tasks from multiple sources. On the one hand this information drought perpetuates the uncertainty of employees, and on the other the effort invested in gathering necessary information results in less energy remaining for work-related tasks.
New ‘key’ people
These are appearing within an organization. This is noticeable throughout unstable situations or as working remotely becomes the norm long-term when new skills and competences are required as well as a greater degree of flexibility. This enables some people to become key players, while others can lose such roles. In such new situations it is important for organizations to identify the key players who managers and colleagues can rely on (such as experts, information brokers, opinion leaders, etc.).
Relationships become more diluted
In the absence of regular physical contact, even those groups with established strong, trusting networks are diluted. Those with weaker links get fragmented / break up, typically cliques of 2-3 people emerge and/or some people break off from the group losing their relationship with the community altogether. This tendency has a clear negative impact on the efficiency of work (numerous studies show that the foundation of efficient work is mutual trust between parties), so leaders have to pay particular attention to strengthening the network of trust and maintaining the personal wellbeing of their subordinates.