Evolution of networks and cognitive balance

Abstract

Change is endemic in relationships and networks but is insufficiently theorised. Theories of cognitive balance and imbalance are useful means for more deeply analysing the evolutionary process that characterise networks. Theories of balance posit that certain types of connections between actors represent balance and that balance minimises or eliminates systems' stresses and hence dramatic change. To illustrate the properties of balance, this paper reports the findings of a case study focussing on the attitudes of service-providing employees and managers within a large Australian company and their evolution. Qualitative network mapping techniques are used to set out the key components and connections between those in the internal network, as perceived by employees and management. Comparison of the management versus employee perceptions of the internal network shows substantial differences in the structure of the perceived network and the nature of the linkages. In all cases the networks are balanced but for quite different reasons. The implications of these differences for evolution of the internal networks are considered. The paper closes with a discussion of the value of theories of balance as an analytical and diagnostic tool for relationships in networks.