fact the case, even in confidential surveys.
Privacy is also a concern - to what extent can or should a firm track employees' communications and activities? The questions and information necessary to understand and track real "social" interactions are very sensitive. In addition, experience has proven that many people can guess the persons represented by the nodes of a SNA chart with a high degree of accuracy even when the names are removed.
What does the social network of an Agile team look like? Should all actors be reciprocally connected to all others, or would gaps in the network be a natural and necessary result of team diversity? In a ‘complete' network all available information would flow freely between nodes and all team members would have equal influence.
Even in dedicated Agile groups, this state of team dynamics is rarely observed; there will always be stronger and weaker connections. For instance, a programming pair will tend to share more information than each would with management, on a daily basis. There will be someone who contributes less in meetings, someone who takes on the core role and gets things done for others.
Cognitive Edge: http://www.cognitive-edge.com
Art Kleiner, Who really matters - the Core Group theory of power, privilege and success , London, 2003
Richard Corriere, Life Zones - How to win in the game of life , New York 1986