Technology

Creating a Movement that Drives Transformational Change

transformational
Written by ARN Expert

True change is never simple to achieve. The majority of startups fail. Most community organizations never progress beyond small-scale local initiatives transformational. Even when a spark ignites, it typically dissipates nearly as quickly as it ignited. The status quo is entrenched practically by definition and never gives up without a struggle. You don’t need a charismatic leader or a catchy slogan to actually change the world, or even just your tiny part of it. A cascade is what you need: tiny groups that are loosely linked yet have a shared goal.

These groupings may seem little as individuals, but when they coordinate their aggregate activity as networks, they become very powerful. A firm may be reinvented, an industry disrupted, or even an entire civilization altered via the power of cascades. Satell discusses why and how certain movements thrive while others fail as he walks us through historical and current movements.

Choose a pivotal change.

The alternative you provide must be better not just for believers, but also for those who are not among the early adopters. Speak to others outside your group about the shared ideals. “The only way to win is to create a relationship of trust that transcends utility economics.” You must establish a distinct sense of mission. “A defined objective may stymie a project virtually before it begins.” The issue with the Occupy movement is that it became enamored with its own slogans and was never able to move on from them.

Make a Strategy

Begin by deciding where you want to go and then figuring out how to get there. Understand why people are resisting change and how you may persuade them that it is in their best interests or at the very least not worth fighting for. Who do you have to persuade?

While winning does not need gaining the support of all those opposed to change, it does necessitate eroding the opposition’s support. That is why programs that are only focused on mobilizing the loyal will fail. You only succeed in hardening the hearts and minds of those who resist your vision of change. Nobody likes to lose, but everyone wishes for a brighter future.

But, most importantly, you are unmistakable, and everyone knows where you stand. A fight for change is not a discussion. You are not required to win every debate. What you must do is get support from individuals who may not necessarily agree with you at first.

Organize a Small Groups Network

To create a movement, you’ll need a network of small organizations with a shared goal. Because “in their zeal to upend the system, they avoided any linkages to existing institutions,” Occupy Wall Street and Black Lives Matter failed to acquire momentum. They aggressively pushed Pillars of Support away rather than pulling them in.”

What flaws does this present, and how can businesses address them?

To be honest, I don’t think hierarchies are necessarily bad. They’ve been placed in place because they’re good at completing tasks quickly. That is something that every company needs. Hierarchies, on the other hand, have a tendency to be inflexible and sluggish to adjust. When the market shifts, this may be a serious issue.

As a result, I believe that leaders should concentrate on developing strong informal networks to augment official organizations. This is what Chris Fussell refers to as a “hybrid organization.” That’s what’s really important: having both the official and informal organizations working together.

Unfortunately, so much emphasis has been placed on “breaking down silos” that company executives often overlook the fact that silos may be highly beneficial. They’re basically “capability centers.” As a result, you don’t want to separate them. You want to link silos together so that they can adapt and cooperate.

How can information flow over networks in diverse ways?

Because hierarchies are basically vertical networks, information moves very effectively up and down but not so well side to side, making it difficult for an organization to adjust laterally. The horizontal networks I discuss in the Cascades are far more suited to transferring information between distant groups. Clearly, you’ll need both. The issue is that we often overlook informal networks, which leads to businesses being vertically focused and inflexible over time.

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