The Network Secrets of Great Change Agents by Julie Battilana and Tiziani Casciaro

1. The Network Secrets of Great Change Agentsby Julie Battilana and TizianiCasciaro Presented By: Anam Qadir (10-4671) BeenishArshad (10-4611)

2. Overview • Change is Hard • Inertia- Comfortable with established power structure • Essential to understand what successful change agents do differently

3. Overview • Study of 68 change initiatives in UK’s National Health Service (NHS) • Highly Bureaucratic • Size, complexity and traditions makes it difficult to achieve reforms • Personal Networks are critical to change

4. Three Important Findings • Network Centrality of the change agents • Shape of Network Cohesive Network- Minor Changes Bridging Network- Dramatic Reforms • Keep Fence Sitters closers and be aware of Resistors

5. Network Centrality Is Important • Difficult for the people lower in hierarchy to drive change • Encounter Resistance • Gaps in internal communication and shared leadership Formal Hierarchy

6. Network Centrality Is Important • Well connected Internally • More Authority to mobilize others • Access to opportunities, information, knowledge and support • Reduce Resistance • Makes Unfreezing-Moving-Refreezing easier Informal Network

7. Network Secrets of Successful Change Agents • Network type • Cohesive Network: Network in which people who are connected to the change agent are connected together. Characteristics of this network: • Trust and support • Information and ideas corroborated through multiple channels • Understanding between the members

8. Types of Networks • Network type • Bridging network: Change agent is connected to people who are not connected to each other The characteristics of this network are: • Change agents do not have to listen things over and over again • They can control when and how to pass information • Adapt messages for different people in the network • Question: Which network type is better? • Depends on type of change

9. Types of Networks and Change • Two types of change: • Divergent change: Causes an organization to diverge from institutional norms and traditions • Non divergent change: Builds on organizations norms and less resistance is anticipated • Cohesive networks are best when change is non divergent because: • Most people trust change agent • Those who are harder to convince will be pressured by others to cooperate- peer pressure

10. Types of Networks and Change • Bridging networks are better when change is divergent/ dramatic because: • Resisters are unlikely to form a coalition • Change agents can mould issues for different individuals depending on the issue.

11. Network Types and Change Divergence

12. Keep Fence Sitters Close • Keep Fence Sitters Close and Beware of Resisters. • Three kinds of people: • Endorsers: Positive about the change • Resisters: Negative about the change • Fence Sitters: See both potential benefits and drawbacks. • Question- Which people should the change agent remain close to?

13. Keeping Fence Sitters Close • Being close to endorsers has no impact as they are already positive about the change • Be close to fence sitters as much as possible- advisable because: • They can be easily convinced towards the change as they cannot disappoint a friend • Relations with resisters depend on: • How divergent the change is • Intensity of opposition

14. Keeping Fence Sitters Close • Divergent change • Resisters perceive a threat and are less susceptible to social pressure • Non divergent change: Resisters can be convinced to rethink the issue. • Handle resisters with care as they may change the mind of change agents to abandon the change.

15. Keeping Fence Sitters Close

16. THANK YOU