| Besides the flow of information through the standard | | | | the ears of the commander. Each morning they drove |
| channels, in every organization a flow of informal | | | | out to the farthermost parts of the front, using |
| information also exists. In an army as well as in | | | | motorcycles, jeeps, or aircraft (Piper Cubs) and then |
| business there are many invisible informal information | | | | returned to report directly to Montgomery late in the |
| channels which are important for the mutual | | | | afternoon. They just told him what they saw. In this |
| understanding and co-operation. Informal contacts | | | | way Montgomery, in addition to the routine daily |
| between colleagues are a countermeasure against the | | | | reports from the different units, also received the latest |
| ubiquitous bureaucracy. When there is a positive | | | | first-hand eye witness view from the entire front. |
| atmosphere, employees often take the initiative to | | | | Despite the special position of these young men there |
| redress a situation. In this way many mistakes are | | | | was never any friction between them and the units |
| spontaneously fixed. Frictions and problems are quickly | | | | they visited, because of the manner in which |
| spotted and rectified. | | | | Montgomery handled this group of liaison officers and |
| Management should stimulate these informal | | | | the information they gathered. |
| communication channels because it is impossible to | | | | A British Carton Cylinder Manufacturer |
| cover everything by means of procedures. Good | | | | The sales director of a British manufacturer which |
| managers understand this and will try to keep these | | | | made carton cylinders for the protection and |
| channels open or even create them, like Montgomery | | | | transportation of documents and was also specialized |
| did (see case The Phantom System). Such informal | | | | in manufacturing products like cigarette filters, carton |
| communication channels perform even better when | | | | cylinders for batteries and so on, instructed the drivers |
| the focus and the strategic goals of the company are | | | | of his delivery trucks that when they delivered to |
| understood throughout the entire organization. | | | | customers they should watch to see if any trucks of |
| Two cases: | | | | competitors were also at the delivery yards of his |
| Case The Phantom System | | | | customers. They reported to him which competitors |
| General Montgomery, Supreme Commander of Eighth | | | | they saw and because of their friendly contacts built |
| Army in North Africa during WW II (and later in | | | | up with the customer's personnel over the years, they |
| Europe), received - like every Commander - the | | | | could sometimes even give him detailed information |
| routine situation reports on a daily basis, which his staff | | | | about what products were delivered. One day the |
| prepared, next to those from the different units of his | | | | board of directors discussed the outsourcing of their |
| vast army. But he did not want to only rely on these | | | | logistics to a professional trucking company. The sales |
| routine channels of information. Montgomery took the | | | | director protested vehemently against this decision |
| revolutionary step of establishing his "Phantom" system | | | | because then he would lose his carefully developed |
| of liaison officers. These were carefully selected | | | | eyes and ears. After explaining his motives the board |
| young soldiers chosen for their bravery, their initiative, | | | | withdrew their decision. To systematically obtain |
| their manners and their independence. This corps | | | | important information about the competition, this |
| d'élite had unusual powers. They had carte | | | | director had unwittingly created his own "Phantom" |
| blanche to travel anywhere and observe anything, but | | | | system, just like Montgomery did. |
| had no power of command. They were the eyes and | | | | |