Nurturing friendships in high or strategic places is a significant tactic. They
can offer sponsorship, patronage, protection and share intelligence on what is
going on. A lesser member of the in-group or clique can speak more influentially
as others know they have the ear of the most powerful. An interesting variant on
this is where powerful psychological dependencies enable dependent parties
to draw power from key players. The latter may become dependent on a mistress,
their PA or guru/priest who become the"power behind the throne".
History is sprinkled with such figures - Lady MacBeth, the Czarina of Russia and
Rasputin and may influence decisions substanitally.
As a social construction two friends become a coalition, three a network! The network formal or informal. it can exist within an organisation, across levels and functions and even extend extra-murally between organisations. Its influence is in who you know rather than what you know. Members agree on mutual support, they share ideas, trade favours and find strength in association. They do not need to agree explicitly - knowledge of mutual interests and having confience that their support will be available when needed can be sufficient.
Coalitions open doors, give access to advice or pooling of resources. Being fore-warned is fore-armed - intelligence gatheringvia a network is essential for boundary management. Being a member of the 1922 Committee, a masonic lodge or the Round Table or the Guildford group of salary administraators may offer monthly lunches and receptions. Friends are made and renewed. Visiting speakers may be invited to share their views. Acquaintances may make it easier to call on people later.
The protocols are exchanged enabling later contacts to flow more easily. Introductions to a network provide the means for acceptable forms of self-publicity and impression building.
Building alliances and networks can be a defensive or offensive strategy. The weak may seek to ally with the strong or with each other against the strong. Small voices can speak as a chorus and call in favours from contacts to influence particular stake-holders.
Time and effort are needed to create and maintain a coalition, alliance or even informal network. As for any system an inflow of energy is required and without careful nurturing the system decays. A formal coalition may develop a machine of its own - to deliver its purpose and maintain its existence. Officers assist in generating agendas, meetings are held, treaties and declarations are issued, shared projects are resourced. Within a large business, management itself is a coalition of interests represented by statements of committment to a range of values, ideals and policies. This coalition is maintained by training, staff appraisal sessions, briefings, conferences and away-days.
Mutuality and Equity
Even for an informal network without the institutional trappings of a NATO or
TUC, contributors still need to feel that the benefits of mutual exchange are
greater than the efforts needed to keep the network going. The USA is notorious
for with-holding its contributions to the United Nations yet it is most reluctant
to let the UN fall into abeyance. For many the proverb "it is better to be
on the inside p.....ing in than be on the outside p.....ing out" applies.
To be influential, network membership requires knowing participants and their positions, explaining your own, speaking similar though not necessarily identical values and building up favours - " I'll scratch your back and you'll scratch mine for me later". Contact and courtesies are essential - to refresh mutual understandings and build concern for the other and their interests. This way - the friend may pass on in-sider information and speak supportively to others in the network to promote block or amoeliorate the moves of others. The alliance may also be future oriented projecting beyond immediate issues to build relationships of promise and dependence offering potiential exchange value at a later date.
Networks and informal alliances may transparent. The old-school tie, gender-based network still prospers. Occasional contacts may enable a quick telephone call to be made. Contributions to someone else's project may offer a foundation for future co-operation. Employees who play squash together may give promotional help or assist in progress-chasing a matter. These may exclude others on grounds of race, sex, credd or ethnic origin.
Formal alliances range from meetings of professionals, joint ventures such as Airbus or between Rover and Honda and trade organisations such as the Guild of Master Craftsmen. All such networks will have active players and dormant members.
Members draw influence from membership. A drink in the pub after work may inoccuously draw members of a team together, but when promoted by management or key figures in a network - it can shape corporate culture. it is a key feature of the Japanese business culture. The gathering is a forum in which the values and attitudes of an organisational sub-culture are groomed.
