Social collaboration tools from enterprise vendors such as Microsoft, IBM, Cisco and Salesforce can help co-workers find each other over a vast expanse of departments and buildings to work on a project. Co-workers can communicate through text, pictures, audio and video. Employee blogs and wikis form a knowledge base that lets employees find answers to questions in mere minutes.

"I answer one question for 18,000 people," says Bryce Williams, social collaboration consultant charged with making social networking pervasive at pharmaceutical company Eli Lilly. "I never have to ask the same question twice. If someone asks the same question, I just link" to the answer.

Yet a few missteps can trip up even the most promising social enterprise networking effort. They include a poor internal marketing effort from the outset that leads to lackluster participation, as well as employees secretly seeking to undermine social networking.

A poor first showing of a social collaboration site or tool can put an end to the technology before it has a chance to take hold. That is, a social network needs to get to critical mass quickly. Think of it as a new-age twist on Metcalfe's Law: Greater participation means more value, yet newness means there's little or no initial participation.