Find the focus, make your work clear.

Find a method for your next update. Make the facts, judgments and next steps clear.

How can you help information flow through a team?

The situation

Fictional scenario

I keep hearing about changes late, through someone else.

Map who passes the information and who can check it directly before attributing motives.

I’ll map the links and propose an update and feedback agreement for the relevant roles.

What is getting in the way

Delivery depends on links, scope and feedback agreements. Comparing networks can reveal handoffs; a diagram does not diagnose relationships or justify sharing confidential information with everyone.

Method and tool

See direct links and relay paths

Compare the five network overviews, then select a pattern and member to distinguish direct contacts from relays.

MANAGING UP · INFORMATION FLOW

Communication networks

See who can connect directly and who needs a relay.

Links allow contact in both directions; no message has been sent

FIT THE CONTEXT

Choose for the task, permissions and coordination costs. More all-channel links do not mean every message should go to everyone.

Apply it to your own work

Copy the prompt and add your material to prepare a draft you can adapt.

View prompt

Use “See direct links and relay paths” with only the material I provide.
Describe the direct links first, then identify relays, possible bottlenecks and handoffs to check. Preserve confidentiality and authority; do not assume all-channel communication is always best.

Use this structure:
1. All-channel: Every member can connect directly; agree scope to avoid overload.
2. Ring: Neighbors connect; non-neighbors need a relay.
3. Chain: Information passes along a chain; retain meaning, version and feedback.
4. Wheel: A hub coordinates communication; check its load and feedback routes.
5. Clusters: Dense links inside groups require clear cross-group handoffs.

Separate facts, interpretations, forecasts, proposals and approvals. Mark missing information “To confirm”. Do not invent figures, causes, owners, dates or agreement. Keep units, periods and conditions. Do not treat the fictional example as my evidence.

My material:
[Paste the context, records, constraints and response needed, with sensitive information removed.]