We regularly conduct research around organisational relationships and their value to organisational functioning and performance. These relationships include employee-manager relationship as well as the informal grapevine and communities such as creatives, technology gurus, people managers and a host of others that are vital to an organisation’s functioning.
Our particular interests include:
- How can organisations measure the level of trust in their organisation? Relate, the relationship mediator, recently promoted the idea of a Relationship Quotient (RQ) for organisations. The better the RQ of an organisation, the greater asset it becomes to the organisation’s functioning – more people feeling connected, supported and attached.
- Trusting vs Resilient organisations? We are looking at the impact of trust on organisations – the benefits and the costs of trust. In an environment where no organisation can really promise job security, are we better off focusing on building people’s resilience to change rather than building their trust?
Our previous publications on organisational relationships
This research explored the adaptability of social network mapping, a methodology developed by anthropologists to understand different cultures, to the business context. It explores why we would wish to understand informal social networks in our own organisations. Insight from this research confirmed the importance of understanding informal social structures in our workplace and how these contribute to employee engagement, retention, and career progression. Published by The Work Foundation June 2003. Authors: Kelly Drewery and William Davies.