Developing Social Network Propositions to Explain Large-Group Intervention Theory and Practice

Abstract

The problem and the solution. In response to turbulent business environments, organizations are increasingly calling on the human resource development (HRD) function to facilitate organizational change.Thus, HRD professionals are looking to new forms of organization development that promise more rapid, whole-system change.One approach is large-group interventions. Although practitioners and researchers recognize the efficacy of large-group interventions, many researchers contend that the underlying theoretical mechanisms by which these interventions operate are poorly understood, resulting in a gap between research and practice that makes it difficult to say with certainty how large-group interventions operate, when they are appropriate, or how they might be integrated with other approaches.This article suggests that a social network perspective can inform our understanding of how large-group interventions work. Drawing on the social network and organizational change literature, the article develops four propositions for future empirical research. These propositions may ground large-group intervention methods in social network theory.

Incorporating social networks into leadership development: A conceptual model and evaluation of research and practice

“…For example, organizations are beginning to experiment with more open workplace designs and researchers continue to examine the effect of physical workplace design on social networks (Sailer & McCulloh, 2012). Emerging research suggests certain human resource policies (Collins & Clark, 2003;Hatala, 2006), organizational development interventions (Garcia, 2007), and workplace practices, such as communal eating (i.e., sharing meals; Kniffin, Wansink, Devine, & Sobal, 2015), can promote connectivity and productivity.…”

Can Learning Collaboratives Support Implementation by Rewiring Professional Networks?

“…Given the emphasis on participant interactions, multi-organizational interventions like LCs may facilitate implementation by altering social networks among participants to promote the transmission of new ideas and social support (Clarke, 2005; Garcia, 2007; Tenkasi & Chesmore, 2003). Social support shared via interactions with external and internal agency colleagues may encourage and communicate expectations to clinicians related to their use of a new treatment (Langley, Nadeem, Kataoka, Stein, & Jaycox, 2010).…”

Internacionalizuotų studijų kokybės vertinimas: teorija ir praktika

“…Given the involvement of all stakeholders in the same location at the same time, largegroup methods allow for a change to occur at a much quicker than normal pace. They also allow opportunities for conflict management by establishing a focus on common ground rather than on differences, and to promote a flat hierarchy (Garcia, 2007). įdiegti daug greičiau, nei būtų įprasta.…”

“…įdiegti daug greičiau, nei būtų įprasta. Jie taip pat suteikia galimybę suvaldyti konfliktus, nes orientuojamasi ne į atsiradusius skirtumus, bet į bendrus aspektus ir skatinama plokščia komunikavimo hierarchija (Garcia, 2007).…”