In this article the authors demonstrate the findings of their research which point to three predictors for successful change implementation in large organizations. The predictors for successful change rely on certain individuals within organizations and more critically, their relationships with colleagues. Battilana and Casciaro illustrate these predictors through real life examples, and the explanation of network concepts, e.g. cohesive networks and bridge networks, divergent change vs. non-divergent change, and fence sitters vs. resistors. My key takeaway from this article is that “change agents must be sure that the shape of their network suits the type of change they want to pursue.”
My colleague Patty wants to change the way design teams approach the development of faculty “welcome videos.” The video is a contractual obligation for faculty, and yet one of the most painful videos to produce. Faculty may be opposed to appearing on camera, may not want to talk about themselves, and may not want to tussle with scripting, rehearsing and technologies. It is the role of the design teams to support faculty in the production of these short video pieces. Our department is relatively tight knit, and this change would appear non-divergent. In theory Patty should be able to present her new production process to the team, and most people in the network will trust her intentions and implement the plan. Successful implementation by most should influence resistors to accept the change. Patty, however, is not central to our department network, and our small department is divided into role categories. Patty will either need to find a central player who can champion her initiative or seek audiences with individuals in each category and present her change initiative as a solution to their pain points.
LO2: Demonstrate the ability to assess complex organizational environments and achieve communication goals.
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