Network Development And Mobilisation Through 'Network Latency' - An Alternative To Stage Models Of Network Developments

How and why do some networks develop rapidly and effectively, and others not? This paper draws from two contrasting project case-studies to help us discuss this question. The first case shows a pattern of network development that is highly projectspecific and can best be described by a conventional, essentially linear, 'stages' development model. In such a model, network effectiveness is believed to be a product of repeated social interactions that ultimately result in a high degree of social and cognitive integration, but only at a relatively late stage of network development. In the first case, as it happens, the project network, despite a promising start, failed to develop this sort of cognitive coherence and subsequently disintegrated. In the second case-study, network integration was facilitated by a latent' network of an essentially cognitive and non-physical nature, that pre-dated the attempt to form the operational network, and was not specific to it. Network participants, in this case, had not necessarily ever met each other, yet they were able to coalesce and mobilise themselves and others into an operational network, almost instantaneously, and with a high degree of adaptability. Thus, this conception of latent' network is not analagous to 'informal' or 'emergent' networks, because it is not based on ties of acquaintance. Moreover, the pre-existence of certain orientations, we suggest, may pre-dispose an operational network towards being more adaptable and enduring, not so much because of any 'sharedness' but because of their inherent capacity to promote dialogue and learning. Finally, links to other literatures are indicated, and it is further suggested that a number of environmental factors and trends may make this alternative model of network development more commonplace, both within 'internal' and 'external' networks.