A few people have the core relationships of an organisation and have a disproportionate impact on organisational change. But that core not only defines the organisation, they are defined by the organisational relationships that they have. Meaning it’s hard to change the very people who will have the most impact.
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The more people’s relationships are connected within an organisation, the more the organisation defines them, making it harder to change. We can unlock the power of change through transforming those relationships.
Mapping the Organisational Network Identifies Core Relationships
When we map the networks in an organisation, we find that a few people are the central hubs of relationships. These central figures often have a disproportionate influence the organisation’s culture, communication flow, and overall sense of identity.
Heard it Through the Grapevine?
The grapevine is the informal communication network within an organisation. Research suggests about 70% of the information transmitted through an organisation is informal. (DeMare, G). So when we think about organisational communication we also need to take into account these informal networks. When it comes down to it the perceptions of a very small number of people have a disproportionate impact on how your change will be viewed.
The Core Relationships Create The Central Hubs of Organisations
Interestingly, it’s not always top management that serves as the central hub for core relationships as so much of the communication is through informal communication. While executives and senior leaders are often well-networked outside the organisation, within the organisation, the central relationship hubs often tend to be those in more operational roles.
Receptionists, administrators, and IT service personnel often hold the most connections, working with everyone through daily interactions that keep the organisation running smoothly.
The Beating Heart of Communication
These individuals with the core relationships are not only vital to communication, but also play a crucial role in defining the organisation’s culture. Their interactions help shape how the organisation perceives itself and its place in the world. However, this centrality comes with a significant drawback: the more connected these people are within the organisation, the more they are defined by it.
The Double-Edged Sword of Relationships
Relationships are a two-way process. While they enable individuals to influence their environment, they also impose restrictions. Self-reinforcing relationships within an organisation can create silos, where certain areas become isolated and resistant to change. These silos govern what we see, think, and do, making organisational change a formidable challenge.
The Challenge of Change of Changing the Core of An Organisation
When discussing organisational change, the hardest areas to transform are often those with the most interconnected relationships. People deeply invested in the current organisational structure and culture find it difficult to envision or accept change. This is especially true for organisational experts whose status and knowledge are deeply intertwined with the existing system.
Strategies to Facilitate Change in the People With the Core Relationships
Managing relationships is often the key to organisational change. To enable meaningful change, we need to move individuals away from these constrained centers to the edges of the organisation. Here’s how:
Exposing People to New Ideas and Relationships
Rotational Roles:
Have backroom staff occasionally work in customer-facing roles. This helps them understand the broader impact of their work and fosters new relationships.
Example of Rotational Roles:
In retail, encouraging head office staff to visit stores helps them grasp the real-world implications of their decisions on front-line staff and customers.
Evidence For Rotational Roles
A study by the Harvard Business Review found that rotational programs within organizsations significantly improve employees’ understanding of different roles and functions. Employees who participated in rotational roles reported higher job satisfaction and were more adaptable to change.
Inter-Site Visits:
Support healthcare professionals, like doctors and nurses, in visiting other sites periodically. This practice builds new relationships, exposes them to different approaches, and provides fresh perspectives on familiar challenges.
Evidence for Inter-Site Visits in Healthcare
Research published in the Journal of Healthcare Management highlighted that inter-site visits for healthcare professionals led to improved patient outcomes and greater innovation in treatment approaches. These visits enabled staff to bring back new ideas and practices to their home sites, fostering a culture of continuous improvement.
Appointing Change Agents
Appointing dedicated change agents or champions can effectively break down relationship silos. These individuals can introduce new ideas and facilitate smoother transitions by bridging different parts of the organization.
Evidence for Impact of Change Agents
A McKinsey report on change management emphasises the role of change agents in successful organisational transformations. Organisations that employed change agents were more likely to achieve their transformation goals and sustain long-term improvements.
Spreading Change
This focus on managing key relationships needs to run parallel to creating a strategy that helps us understand which of the categories of adopter they are and can convey the right messages to the right groups as you progress through the diffusion of innovation curve.
Motivating People to Change.
We need to understand that the feelings of this core group of people have a disproportionate impact on everyone about the change. We need to be aware of motivation in these key opinion formers and find ways to keep them motivated and positive about the change.
Conclusion
By exposing individuals with the core relationships in your organisation to different environments and circumstances, we create new possibilities for change. Moving people to the edges of the organisation, where they can form new relationships and encounter fresh ideas, is crucial for fostering adaptability and innovation. Implementing strategies like rotational roles, inter-site visits, and appointing change agents can help break down the silos that hinder change and empower individuals to redefine themselves and their organisation.
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