v-Fluence Blog

Portfolios of Sociability

In The Internet Galaxy, Manuel Castells describes conflicting theories on the social implications of the Internet. The first theory is that the Internet allows the formation of virtual communities and is the "culmination" of a historical process in which sociability is separated from spatial considerations. The opposing theory involves the idea that the Internet leads to social isolation and the degradation of fundamental social connections, such as family relationships.

For Castells, the truth is somewhere in the middle. His theory of "networked individualism" is based on research conducted by Barry Wellman at the University of Toronto, and the Pew Institute's Internet and American Life Project, which indicates that the Internet is effective in maintaining weak ties that might otherwise be lost due to spatial considerations. "Networked individualism," according to Castells, "is a social pattern. . .in which individuals build their networks, on-line and off-line, on the basis of their interests, values, affinities, and projects." Expanding on this model, Castells believes that the Internet allows individuals more flexibility in choosing the networks that they want to invest their time and effort in, allowing them to create "portfolios of sociability."

While reading Castells, it occurred to me that this model could help frame current thought on the dynamics of sociability in virtual companies. Conventionally, companies are networks that are stabilized primarily through offline socialization. v-Fluence on the other hand, is a network that relies heavily on an online component. This online component can offer some very valuable benefits, as some of my colleagues have described; but it also creates some unconventional challenges, particularly for younger employees.

In this day and age, one of the most important networks for students right out of University is based around the workplace. Through the relationships that are formed within the workplace, young professionals engage in a process of identity-formation that can have profound effects on their long-term careers. In virtual organizations, younger professional engage in less offline socialization and this can lead to a deficiency in their "portfolio of sociability." It is therefore imperative that younger professional supplement their company network with others that provide them with opportunities for more offline socialization.

When I was working in DC, I made sure that my after-work hours were spent engaging with people directly. I joined an intramural basketball league and several professional organizations. These offline networks helped supplement my portfolio of sociability, and provided me with both professional and social opportunities that I would have otherwise missed out on had I spent my free time in a more solitary manner.

Furthermore, I implemented a weekly meeting with the DC team to make sure that we would spend at least 2 hours each week, meeting face-to-face. These sessions serve an invaluable professional function by allowing us to spend an hour engaged in professional development and training each week. Perhaps more importantly, they helped strengthen the social bonds between us.