Analysing the frequency of communication revealed that, even six months after the merger, the team consisted of two separate groups distant from each other in their level of mutual communication, as shown in the sociomap below. The marginal position of Fred, the head of the team, is also remarkable.
Despite their distance in the current frequency of communication, the two groups would like to increase their mutual communication as displayed by the arrows.
The map of communication effectiveness revealed two things. First, Fred’s quality of communication did not correspond to his importance as the head of the team, hence his effectiveness was low. Second, there were many requests for better communication among the members of the distant subteams.
Seeing the situation within the team facilitated dicussion about the problematic relations. Fred was frankly but constructively criticized for ineffective communication (especially from the former compliance department), inaccessibility in crucial situations, bad time management, ineffective leadership in meetings, and low interest in team events. The development workshops helped the team adopt processes that eventually led to increased communication between the groups and greater engagement of the head.