COMMUNICATION NETWORKS

In work groups, a number of types of networks might develop, including the wheel, the chain, the circle, and the all-channel.

In a wheel network, most information travels through one member, who receives all messages from other group members and is the sole sender of messages to them. Other members communicate only with the central member and do not communicate directly with each other.

This network type is common when tasks have pooled interdependence, as members work independently and do not need to communicate. Most communication flows to and from the leader of the group (e.g., groups of sales representatives covering different geographical regions).

In a chain network, communication flows sequentially from one group member to the next. Each member communicates with individuals on either side in the chain. Members on the ends of the chain communicate with only one individual. This network is for sequential task interdependence (e.g., an assembly line). The chain characterizes hierarchical communication, whereby information flows up and down the hierarchy.

In the circle network, members communicate with those, adjacent to them. This can be physical adjacency, (e.g., seating or office location). It can refer to similarity on some dimension (e.g., experience, interests, or area of expertise). Communication may flow between members from similar backgrounds.

In an all-channel network, every member communicates with every other member. This occurs in reciprocal task interdependence, as members depend on one another. All-channel communication allows group members to coordinate complex tasks (e.g., emergency room teams).

Organizational communication networks are determined by formal reporting relationships, depicted by organization charts. Communication flows up and down the chain of command.

Actual communication patterns differ from those in an organization chart because communication often flows around issues, goals, projects, and problems, not vertically through the chain of command. This flow ensures that workers access the information they need for their jobs. Although reporting relationships on an organization chart are somewhat stable, actual communication patterns change as conditions in the organization change. New patterns of communication are developed as the type of information needed changes.