6.2 Harnessing divergent networks
Group membership is not the only criteria for collective action or indeed a 'shared vision'. Willingness to participate and group cohesiveness in action may mask goals for participants.
Divergent networked communities are those constituted by members who have different reasons for being involved. While mutually supportive they are interpreting the contribution of the group from their own perspectives (as depicted in Figure 1).
There is a relationship between members of the networked community and the participants within an organisation. However, it is the organisation's purpose that determines the partners' involvement. This 'network' is shaped by relationships that predict communication and knowledge-sharing patterns. Without clear focus and an existing convergence of purpose towards a shared outcome a network such as this can be constantly subject to distortion and misinterpretation. Managers in such a situation spend more time trying to manage actions and participation for the agreed agenda than actually orienting all parties towards the opportunity. The chance of building a sustainable identity and sense of purpose that is shared is very difficult.
Figure 1 Divergent networked communities (© Bowles 1998, by permission)
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