Of course, not all of our contacts are densely interconnected. In fact, most of us have at least a few contacts in our networks that link us to different social and professional circles. The principle of bridging states that a tie is a bridge if it is the only way for one of your contacts to reach one of your other contacts. Specifically, if you have two contacts that are not otherwise directly or indirectly linked to each other, then you constitute a bridge between those contacts. And, if those two contacts are part of network clusters that are not otherwise directly or indirectly linked to each other, then you constitute a bridge between those clusters. Thus, bridging ties represent relatively rare connections that link parts of a network that are otherwise sparsely interconnected. The graphs below report the degree to which you are positioned as a bridge between other people in the REFERENCE GROUP NETWORK (p. 10).The values indicate the proportion of total bridges in the reference group network that are based on your network ties. The higher the value, the more that your ties serve as the links for people who are not otherwise connected to reach each other.
Benefits
The rareness of bridging ties is precisely what makes them valuable and of strategic significance. Bridging ties provide you with a vision advantage since you are uniquely positioned to see and access diverse ideas, knowledge, and opportunities across two otherwise disconnected contacts or clusters in a network. Consistent with this, research has documented a myriad of benefits associated with bridging ties including: securing employment, advancement and promotion, knowledge sharing, creativity, innovation, and performance (at the individual, team, and organization levels) among other things. Bridging ties also provide you with a measure of autonomy and power by, for instance, providing the opportunity to broker the flow of ideas, knowledge, and opportunities in ways that favor your interests.
Tradeoffs
It is important to also recognize, however, that bridging ties are relatively unstable and short-lived. Bridging ties can be difficult to maintain due to differences in interests and values across disconnected clusters of a network. And, when there is discord or disagreement between two clusters, your bridging ties to those clusters may become conflicting affiliations. Resolving the tensions that occur when two clusters present you with opposing expectations and demands often proves to be challenging or insurmountable. As a result you may find yourself in the position of attempting to mediate between the two clusters, or in extreme cases having to choose sides. Lastly, people positioned as the bridge between large clusters or many clusters can find themselves overwhelmed by requests and the source of bottlenecks in the workflow and decision making processes.