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Great story - and one that not too many can tell.

The sociology of inner company networks and the uncontrollable, unforeseeable effects these can have provides a lot of room for examination,

And now I wonder if these "splinter the groups" effect is still valid, I suspect that today's network-aware workers are both more capable of 1. entertaining a lot of parallel sub-group engagements and 2. building up their own little and dispersed network of soon-to-be-deserters.

Hence the real value of E2.0 may lie in allowing and leveraging these social networks for some nice effects (see http://www.frogpond.de/index.php/archive/social-capital-roi-preserving-collaborative-networks-and-work-life-balance/)?

Cheers,
Martin _ frogpond

sig

Martin, interesting the "barriers to exit" mentioned in your post.

I suspect the issue(s) core lies in transparency or not:

If transparent the 'truth' is hard to hide - if there's a groundswell of unhappiness because the 'management' being generally useless in some way then I'm pretty sure a company wide social network will attack that - hopefully pushing for changes. If not then pushing for 'exits' with a fertile ground for group building.

In the story above it merely killed off that old school daily and quite human 'blame somebody for [insert annoyance of the day]' starting a process that per se is groundless and often stupid. Add transparency and it quickly gets shot down for what it really is, which is good both for the company, the group and often for the individuals as well.

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