Mysterious Change Agents' networks

After a short pause on my Smarticles, here is the next one! I hope you find useful...

It is fascinating to see how in organisations like the NHS and also private firms, certain employees can become change agents with a pivotal role in the success of failure of a change initiative.

In essence, a change agent becomes a leader in an organisation’s informal network when they have the right level of influence and an ability to influence the outcome of a change initiative. These change agents can bridge the formal hierarchies of an organisation by creating an informal network with new communication lines around them. Please see a quick drawing showing the differences before a formal (left) and informal (right) hierarchies:

Types of Networks

Depending on the nature of their network, change agents can establish a cohesive or a bridging type of network.

In a cohesive network, people are connected directly...

...whereas in a bridging network they are not. 

Both types of networks have advantages and disadvantages....The former (cohesive network) encourages more direct communication whilst the latter (bridging network) encourages control by a central point of contact.

A simple, common sense but powerful theory to take to the office next time you wonder about the best strategy to implement change initiatives.

NB: theory and research based on my former Harvard Business School lecturer Juliana Battilana.