Hannaneh Moradi: Organizational development of organizations and networks: Collaboration and communication matters a lot

In the competitive world of today, it can be seen that most organizations do not work in isolation. Research projects, public services, innovation initiatives, and social programs are increasingly functioning through networks of organizations rather than single institutions or organizations. These networks bring together people with different backgrounds, even different goals, cultures, and ways of working. When we talk about organizational development in this context, we are no longer just improving internal processes. We are learning how to work well together across competitive boundaries. Research on organizational networks reminds us that success depends less on formal structures and more on the quality of relationships and shared purpose within the network (Provan & Kenis, 2008).

One of the most common challenges in networks is balancing freedom and coordination. Without some coordination, the network can quickly become non-functional, confusing, or inactive. From a strategic thinking perspective, networks behave like living systems: small actions can have unexpected effects, and control rarely works as planned (Senge, 2006). In practice, this means that network development is often about guiding rather than managing. Simple agreements about why the network exists, what members care about, and how they will work together can be more powerful than detailed rules or formal hierarchies.

Another important aspect of network development is the human side of organizational connections and ties. Social network theory suggests that some people naturally become connectors, while others remain on the margins (Borgatti et al., 2009). These patterns are important because they determine who receives information, who feels included, and whose ideas are heard. From an organizational development perspective, this raises practical questions: Who speaks most in meetings? Who is absent? Who connects different parts of the network? Simple practices, such as visualizing the network together, inviting quieter voices, or intentionally mixing groups, can help create more balanced and inclusive networks.

Finally, networks need ways to make strategic, critical, and operational decisions and move forward. The way they are managed may sound technical, but at its core, it is about how people agree, coordinate, collaborate, and take responsibility together. Provan and Kenis (2008) show that networks organize themselves in different ways and that these arrangements often change over time. In the first years, usually, informal coordination may be enough. As networks grow, clearer roles and processes usually become necessary. From a development perspective, it can be useful to regularly ask whether current ways of working still make sense (Are we aligned with our mission and vision? Do we need to have collaborative actions?). Small adjustments, clarifying what the clear small steps forward are, who are the responsible people, or how decisions are made, can greatly improve trust and effectiveness.

Organizational development in networks is ultimately about working with people, too, not just structures. It requires patience, attention, and a willingness to work, learn, and make together. For practitioners and researchers alike, the real work lies in nurturing relationships, creating spaces for learning, and staying open to change. When networks are developed with care, they become more than coordination mechanisms; they become communities capable of doing meaningful work together.

References

Borgatti, S. P., Mehra, A., Brass, D. J., & Labianca, G. (2009). Network analysis in the social sciences. Science, 323(5916), 892–895. https://doi.org/10.1126/science.1165821

Provan, K. G., & Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229–252. https://doi.org/10.1093/jopart/mum015

Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization (Rev. ed.). New York, NY: Doubleday.

Hannaneh Moradi works as a doctoral researcher in the Neuro-Innovation PhD programme. Her research focuses on network identity evolution.