ABSTRACT
This chapter discusses that the employees generates the new network of several federal agencies networks with the potential to turn problems such as inadequate or ill-fitting support for inexperienced new hires, leading to feelings of isolation and a disconnect between leadership training and succession planning, fueling employee disappointment and disengagement into solutions. Here, four such networks are labelled networked groups, because neither network nor group fully captures the potential of what is happening. Initiator, advisor or observer involves continuing inputs of discretionary energy by Feds for work-related purposes have strategic development of the individual as an underlying theme and constitute de facto leadership development. Each has something unique to contribute to the human capital dialogue. To the extent that federal agency decision makers embrace the mindsets associated with this activity, they can leverage them to increase employee ease and engagement, attract collaboration across dissimilar agency components and equip bureaucracies to handle more complex problems.
