Beyond Efficiency to Effectiveness: Harnessing the Power of Connectedness in Organizations

In today’s rapidly evolving business environment, organizations often emphasize efficiency, focusing on measurable outcomes and streamlined workflows to optimize performance. Although this is important, it can often lead to an over-reliance on metrics and a neglect of deeper, more nuanced aspects of organizational life that are equally crucial to success. Connectedness— the flow of knowledge, trust, and collaboration— is one such factor that often escapes measurement but is vital for true organizational effectiveness, especially in "hive-mind" type structures where collective intelligence drives innovation.

The Overemphasis on What Can Be Measured

Modern management, especially in large companies, tends to overvalue what can be quantified. Leadership frequently focuses on metrics that demonstrate immediate, tangible returns: output per employee, communication cascade speed, or frequency of message engagement. While these figures provide useful insights into operational efficiency, they often miss the underlying dynamics that sustain long-term effectiveness— such as the depth of relationships within the organization, informal networks of influence, and the flow of tacit knowledge.

Henry Mintzberg , a prominent management thinker, critiques the prevalent notion that: if you can’t measure it, you can’t manage it. He argues, "This is just plain silly. If you can’t measure it, you had better manage it." This statement reflects a reality often overlooked: many essential organizational forces are difficult, if not impossible, to quantify. Yet they are precisely what determine the effectiveness of a company’s internal collaboration and, by extension, its ability to drive change and innovation.

Effectiveness over Efficiency: The Power of Connectedness

In a hive-mind type of organization, where information and knowledge flow freely between individuals, the ability to communicate effectively is less about hierarchical structures or managerial chains of command and more about the organic connections between people. Using Organizational Network Analysis (ONA) tools like OrgXO you can uncover these networks and the intricate underlying web of both formal and informal relationships that sustain collaboration, decision-making, and innovation.

Organizations are a continuous mix of formal and informal interactions. Talking about the two as separate entities is a mental exercise— much like the right brain-left brain metaphor that led some to believe that severing the right side of the brain would entirely eliminate creativity. Just as both hemispheres of the brain work together, the formal and informal structures of an organization are deeply intertwined. At OrgXO we use a methodology that encapsulates both, because that’s how organizations function in real life.

Connectedness in Action: The Hive-Mind Approach

Unlike traditional top-down communication, where information is passed through layers of management, a hive-mind organization leverages its collective intelligence. Here, the effectiveness of communication depends on how well employees are connected to one another, irrespective of their formal roles. Ideas and insights flow freely across departments, divisions, and even hierarchical boundaries. In such an environment, information is less likely to get stuck in silos, and employees feel empowered to contribute beyond their job descriptions.

Siobhán (shiv-awn) McHale , author of The Hive Mind at Work: Harnessing Group Intelligence to Create Meaningful and Lasting Change , puts it succinctly: “In organizations, one human being’s behavior connects to all other workers, whether they realize it or not. An action by one affects the whole group and produces identifiable patterns. The whole is greater than the sum of the parts. If you want to change a pattern, you must deal with all those individual contributors.” This insight is crucial to understanding that organizations thrive when they harness the collective power of their people, not just through formal lines of authority but through the informal networks of trust and collaboration.

The Invisible Web of Influence and Trust

One of the key benefits of using ONA tools is their ability to capture the presence of informal networks—those 'invisible' structures that complement the formal hierarchy. These networks are often formed based on trust, shared experiences, or professional respect. However, it's equally important to recognize that they can also arise from opposite dynamics, such as mistrust between colleagues, reluctance to share information, or a lack of confidence in the professional abilities of certain individuals. Understanding both positive and negative drivers of these informal networks is crucial for fostering a more effective and cohesive organization.?

When we focus solely on formal communication metrics, we overlook the significant role these informal influencers play in shaping how messages are received, interpreted, and acted upon.

ONA allows leaders to map out these informal networks, giving them insight into where the real power of communication lies. Who are the employees that others naturally turn to for advice or knowledge? Who are the connectors that span multiple departments? Identifying these key individuals can enhance the effectiveness of any communication initiative.

Silos and Slabs: Breaking Down Barriers to Communication

Henry Mintzberg introduced the concept of not just silos— vertical barriers that keep people apart— but also slabs— horizontal barriers that prevent the free flow of information up and down an organization in his article "Enough of silos? How about slabs?" . Silos often reflect specialization within an organization, and while useful, they become problematic when walls become impenetrable. Slabs, on the other hand, are less discussed but just as damaging. They represent the layers of authority that prevent communication from reaching the top, where senior management is often isolated from the ground-level reality.

Mintzberg cites in his latest book, “Understanding Organizations...Finally!: Structure in Sevens”, examples from organizations that have successfully dismantled slabs by creating environments where executives interact freely with employees from all levels. For instance, Semco, a Brazilian company, kept two seats at board meetings open for workers. These initiatives foster communication and break down the barriers that stifle innovation and connectedness.

Organizations need both vertical and horizontal permeability, ensuring that communication can flow both across departments and up and down the hierarchy. ONA can provide insight into where these barriers— both silos and slabs— exist, allowing leaders to take targeted action to foster more open communication.

In the picture below, that I like to call it "the Wirearchy" the silos, identifiable by dots of the same color, are bridged by slabs formed across the silos, running both horizontally and diagonally. It is from a Brazilian company, also active in the US, which we worked on recently with our local partners from iN (https://in.com.br ).

From Measuring to Managing the Unmeasurable

While it’s difficult to quantify trust, collaboration, and collective intelligence, these elements are precisely what differentiate an efficient organization from an effective one. Leaders should strive not to measure these aspects, but to actively cultivate and manage them. By promoting open communication, encouraging cross-departmental collaboration, and recognizing the value of informal networks, organizations can unlock the full potential of their workforce.

For example, leaders can foster connectedness by:

• Encouraging cross-functional projects: Allow employees from different teams to work together on initiatives, fostering relationships and knowledge-sharing that transcend their immediate responsibilities.
• Creating safe spaces for dialogue: Establish forums where employees can share insights and feedback without fear of reprisal. This kind of openness strengthens the hive-mind mentality and ensures diverse voices are heard.
• Recognizing and nurturing informal influencers: Use tools like OrgXO to identify and support informal leaders who are already playing a significant role in driving communication across the organization.

Embracing the Complexity

Organizations that are truly effective understand that complexity is not a flaw to be managed away but rather an inherent feature of the human systems they comprise. Effective leadership lies in navigating these complexities, understanding that the best strategies for driving communication and collaboration can’t always be measured by a dashboard or a spreadsheet.

Instead of chasing purely efficiency-driven goals, companies should embrace the richness of their internal networks, recognizing that it is the informal, often unquantifiable connections that drive innovation, foster resilience, and ensure long-term success. A truly connected organization— one that operates with a hive-mind mentality— is more than just a collection of efficient processes. It is a living, breathing organism where effectiveness comes from the meaningful exchange of ideas, the strength of relationships, and the shared commitment to common goals.

Shifting the Focus to What Truly Matters

While metrics are important for managing efficiency, they should not be the sole focus of communication strategies. Effectiveness stems from fostering a connected, collaborative organization where informal networks and collective intelligence thrive. By managing what cannot be measured— trust, engagement, and the strength of relationships— companies can create environments where communication flows freely, driving innovation, resilience, and long-term success.