NATIONAL FORUM OF EDUCATIONAL ADMINISTRATION AND SUPERVISION JOURNAL

VOLUME 28, NUMBER 4, 2011

Network Patterns and Analysis: Underused

Sources to Improve Communication Effectiveness

Fred C. Lunenburg
Sam Houston State University

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ABSTRACT

Communications flow in four directionsdownward, upward, horizontally, and

diagonally. Organizational communication also flows through a formal network. The five
most common networks are the chain, Y, wheel, circle, and all-channel. Besides network
patterns, another method to help school administrators analyze communication flows and
patterns is network analysis. In network analysis, communication flows and patterns are
analyzed between units and across hierarchical positions. Network analysis uses survey
sociometry to identify cliques and certain specialized roles of the members in the
communication structure of real-life organizations. Also existing in organizations is an
informal communication networkthe grapevinethat can serve as another important
source of information to school administrators.
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Communication Networks

Organizational communication can be transmitted in a number of directions:

downward, upward, horizontally, diagonally, and through the grapevine. These
communications can be formal or informal; in either case, the actual pattern and flow of
communication connecting senders and receivers are called communication networks.
Because this system contains all the communication of the organization, these networks
have a pervasive influence on the behavior of individuals functioning within them.

Network Patterns

Network patterns are derived from laboratory experiments in which the structure
of the groupings can be manipulated by the experimenter (Hollingshead, 2012). Figure 1
depicts five of the more frequently used networks (wheel, chain, Y, circle, and all-
channel). The major difference among the networks is the degree to which they are
centralized or decentralized (Ramos, 2012). Each network pattern is discussed in turn.

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D A B

A C A
A
B C

D E B E B
C
A

B E E D D C D C
.
Chain Y Wheel Circle All-Channel

Figure 1. Common communication networks.

The wheel network, a two-level hierarchy, is the most structured and centralized
of the patterns because each member can communicate with only one other person. For
example, a superintendent of schools and those who are his immediate subordinates
(assistant superintendent for business, instruction, personnel, and assistant to the
superintendent), probably form a wheel network. The superintendent is A, and his
assistant superintendents are B, C, D, and E, respectively. The four subordinates send
information to the superintendent, and the superintendent sends that information back to
them, usually in the form of decisions.
The chain network ranks next highest in centralization. Only two people
communicate with one another, and they in turn have only one person to whom they
communicate. Information is generally sent through such a network in relay fashion. A
typical chain network would be one in which a teacher (B) reports to the department head
(C), who in turn reports to the principal (A), who reports to the superintendent (D).
Another example is the grapevine through which information passes throughout a school
building or district between different departments and organizational levels.
The Y network is similar to the chain except that two members fall outside the
chain. In the Y network, for example, members A and B can send information to C, but
they can receive information from no one. C and D can exchange information; E can
receive information from D but cannot send any information. For example, two assistant
principals, (A and B) report to the principal (C). The principal, in turn, reports to the
assistant superintendent (D), who reports to the superintendent (E).
The circle network, a three-level hierarchy, is very different from the wheel,
chain, and Y networks. It is symbolic of horizontal and decentralized communication.
The circle gives every member equal communication opportunities. Each member can
communicate with persons to their right and left. Members have identical restrictions,
but the circle is a less restricted condition than the wheel, chain, or Y networks. For
example, the circle network has more two-way channels open for problem solving (i.e.,
five) than the four channels of the aforementioned networks. In the circle network,
everyone becomes a decision maker.
The all-channel network is an extension of the circle network. By connecting
everyone in the circle network, the result is a star, or all-channel network. The star
network permits each member to communicate freely with all other persons(decentralized
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communication). The star network has no central position, and no communication

restrictions are placed on any member. A committee in which no member either formally
or informally assumes a leadership position is a good example of a star network.

Effectiveness of different networks. The importance of a communication

network lies in its potential effects on such variables as speed, accuracy, morale,
leadership, stability, organization, and flexibility. Studies in communication networks
show that the network effectiveness depends on situational factors (Kim, 2012). For
example, centralized networks are more effective in accomplishing simple tasks, whereas
decentralized patterns are more effective on complex tasks (Schultz, 2011). In addition,
the overall morale of members of decentralized networks is higher than those of
centralized networks. This finding makes sense in view of the research indicating that
employees are most satisfied with their jobs when they have participated in decision
making about them (Pullali, 2012). Moreover, research shows that a members position in
the network can affect personal satisfaction. Members in more central positions in the
network tend to be more satisfied (Bonito, 2012).

Network Analysis

Besides network patterns, another method to help school administrators analyze

communication flows and patterns is network analysis. In network analysis,
communication flows and patterns are analyzed between units and across hierarchical
positions. Network analysis uses survey sociometry to identify cliques and certain
specialized roles of members in the communication structure (Hollingshead, 2012).
To illustrate, consider the communication network for a hypothetical school
district. Figure 2 presents a formal organizational chart showing the hierarchical positions
occupied by twenty-two people in three divisions of the school district.

1
Superintendent

2 3 4
Assistant Assistant Assistant
Superintendent for Superintendent for Superintendent for
Personnel Instruction Business

5 11 17
6 12 18
7 13 19
8 14 20
9 15 21
10 16 22

Division Division Division

One: Two: Three:
Personnel Instruction Business

Figure 2. Formal organizational chart of a hypothetical school district.

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The numbers within the boxes represent individuals in the school district. Person 1 at the
top of the hierarchy is the superintendent of schools. The three people immediately
below him are the assistant superintendents of the three divisions: personnel, instruction,
and business. The remaining individuals are employees in each division. This chart
represents the formal structure of communications within the school district.
Through network analysis, Figure 3 shows a communication network and
contrasts it with the school districts formal structure (Figure 2). As Figure 3 shows,
Person 1, (the superintendent) frequently communicates with Persons 2, 3, and 4, the
assistant superintendents for personnel, instruction, and business, respectively. His
communications with other lower-level members are less frequent or nonexistent. Figure
3 also identifies cliques in the communication network of the twenty-two members on the
basis of intercommunication patterns among them. The lines indicate patterned
communication contacts. Some communication contracts are two way (), and some are
one-way (). Two-way arrows connect Persons 1 and 4, 1 and 2, 1 and 3, and 2 and 4,
while one-way communications exist between Persons 2, 3, 4, and 17, and so on.
Clique A

18 19 Isolated Dyad
21 22
17
20

Gatekeeper

Clique B
1

12 13
Clique D Gatekeeper
3
14
5 2 Gatekeeper
15

6 Clique C
7

Bridge 9 10
Isolated
11
16

Figure 3. Communication network of a hypothetical school district.

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There are four cliques in the school district: A, B, C, and D. A clique is a

subsystem whose elements interact with each other relatively more frequently than with
other members of the communication system (Rogers & Rogers, 1976, p. 130). Clique
A is composed of Persons 4, 17, 18, 19, 20; Clique B is composed of Persons 3, 12, 13,
14, and 15; and so on. Most clique members in a network are usually relatively close to
each other in the formal hierarchy of the organization. However, a school districts actual
communication network can be very different from the pattern of communication
established by its formal organizational structure. Four main communication roles have
emerged in network analysis: gatekeepers, liaisons, bridges, and isolates (Belussi, 2012).
Person 1, the superintendent, is dependent on Persons 2, 3, and 4, the three
assistant superintendents, for access to communication flows. The three assistant
superintendents are also gatekeepers, having the capacity to control information moving
in either direction between the superintendent and the rest of the school district. Person 1
also serves as a liaison (an individual who interpersonally connects two or more cliques
within the system without himself belonging to any clique who connects Clique A,
Clique B, and Clique D. If this liaison were removed from the network, it would be a
much less interconnected system. Person 7 is a bridge, a person who is a member of one
communication clique and links it, via a communication dyad, with another clique. Thus,
Person 7 is a member of Clique D and communicates with Person 9, who is a member of
Clique C. Person 11 is an isolate (an individual who has few communication contacts
with the rest of the system) and is virtually cut off from communication. Person 21 has
an in-group relationship in an isolated dyad with Person 22.
Patrick Forsyth and Wayne Hoy (1978) studied communication isolates in five
secondary schools. Results indicated that communication isolates tend to be separated
from perceived control, the schools control structure, respected colleagues, and
sometimes friends. A subsequent study of communication isolates in elementary schools
reports similar findings except that isolation from friends was not related to isolation
from formal authority (Zielinski & Hoy, 1983). In another study of communication
networks in one high school and five elementary schools, using sociometry and
frequency surveys of communication, results indicate more frequent communication
contacts in elementary schools as compared with high schools. According to this study,
three factors affect horizontal communication patterns in schools: level and size of
school, specialization, and proximity (Charters, 1967). More recent studies reported by
Hollingshead (2012) support the earlier findings of Charters.
In sum, I have identified and described individuals who have potential influence
on the informal communication network and their roles in interpersonal communication
in school districts. School administrators entering a school district would be well advised
to establish good interpersonal relationships with gatekeepers, liaisons, and bridges.
Furthermore, it is vital to be cognizant of the potentially destructive effect of isolates,
who often become alienated and exhibit detrimental behaviors dysfunctional to the school
district. Knowledge of communication networks can serve as useful interpersonal
communication sources. More important, such knowledge can determine the success or
failure of a school administrator on the job.
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An Informal Network: The Grapevine

Every school district needs formal channels of communication to organize,

control, and coordinate activity within the organization (Haslett, 2012). Coexisting with
the formal channels is an informal communication network, commonly referred to as the
grapevine. The grapevine is simply the informal communication network among people
in an organization (Shockley-Zalabak, 2012). Grapevines are present and highly active in
virtually every school district. They flow in all directionsup, down, or horizontallyin
unpredictable patterns and are not fixed by any formal organizational chart.
The grapevine serves as an emotional outlet for staff members fears and
anxieties; helps satisfy a natural desire for people to talk about their job, their institution,
and their colleagues; gives staff a sense of belonging and a way of gaining social
acceptance and recognition; and helps school administrators to learn how staff members
feel about policies and programs (Keyton, 2011).
Given these benefits, it is not surprising that grapevines exist in almost all school
organizations. Surprising is the fact that the information transmitted through the
grapevine is accurate and relevant to the school district. About 80% of grapevine
communications pertain to job-related topics rather than personal, vicious gossip. In
addition, approximately 75% of the details passed through the grapevine are accurate.
Moreover, five of every six important messages are carried by the grapevine rather than
through formal communication channels (Newstrom, 2011). This has obvious
implications for school administrators. It means tuning into the grapevine, understanding
what it is saying, and knowing and using its sources. Thus school administrators can use
the energy of the grapevine to supplement formal communication channels. Management
by wandering around is an excellent way to use the grapevine in a nonthreatening way
(Frase, 2003).
One of the negative features of the grapevine, the one that gives the grapevine its
poor reputation, is rumor. A rumor is an unverified belief that is in general circulation
(Modaff, 2012). Because the information cannot be verified, rumors are susceptible to
severe distortion as they are passed from person to person within the organization. One
way to minimize the spread of rumors is to improve other forms of communication. If
school administrators provide information on issues relevant to subordinates, then
damaging rumors are less likely to develop (Lunenburg & Ornstein, 2012).
Joseph Licata and Walter Hack (1980) examined grapevine structures among
school administrators and report that grapevine linkages differed between elementary and
secondary school principals. In elementary schools, where relationships are closer,
principals tended to communicate informally; in high schools, where the structure is more
formal, principals built the grapevine around professional survival and development.

Conclusion

Communications flow in four directionsdownward, upward, horizontally, and

diagonally. Organizational communication also flows through a formal network. The five
most common networks are the chain, Y, wheel, circle, and all-channel. Besides network
 FRED C. LUNENBURG
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patterns, another method to help school administrators analyze communication flows and
patterns is network analysis. In network analysis, communication flows and patterns are
analyzed between units and across hierarchical positions. Network analysis uses survey
sociometry to identify cliques and certain specialized roles of the members in the
communication structure of real-life organizations. Also existing in organizations is an
informal communication networkthe grapevinethat can serve as another important
source of information to school administrators.

References

Belussi, F. (2012). Managing networks of creativity. New York, NY: Routledge.

Bonito, J. (2012). Interaction and influence in small group decision making. New York,
NY: Routledge.
Charters, W. W. (1967). Stability and change in the communication structure of school
facilities. Educational Administration Quarterly, 3, 15-38.
Forsyth, P. B., & Hoy, W. K. (1978). Isolation and alienation in educational
organizations. Educational Administration Quarterly, 14, 80-96.
Frase, L. (2003). School management by wandering around. Lanham, MD:
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Haslett, B. B. (2012). Communicating and organizing. New York, NY: Routledge.
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Schultz, P. J. (2011). Communication theory. Thousand Oaks, CA: Sage.
Shockley-Zalabak, P. (2012). Fundamentals of organizational communication. Upper
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Zielinski, A. E., & Hoy, W. K. (1983). Isolation and alienation in elementary schools.
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