Academic research, cognitive neuroscience, behavioural economics, cross organisational surveys, and organisational network analyses all demonstrate the importance of effective social relationships and the impact of social groups. Despite this we continue to focus HR activities on the management, measurement, development, and reward of individual employees. This session will review what we know about social relationships and suggest ways of aligning our management and development of people and social groups with this understanding.  Changes are needed in the way we organise our businesses, including the workplaces and digital workspaces we provide, and all of our HR and management processes and practices. We also need to pay more attention to organisation development and the effectiveness of teams, communities, networks, and other social groups.