Managing Change through Networks and Values

by Rob Cross, Michael Johnson-Cramer, Salvatore Parise



Executives today must implement large-scale organizational change initiatives in ever-tighter time frames with fewer resources. Yet, anticipated performance outcomes often do not materialize as internal resistance slows or derails their change initiatives. A combined assessment of culture and informal structure can help identify barriers to change and facilitate change initiatives. Based on work with ten organizations, this article demonstrates how this approach can help drive change through people and values in certain network positions; diagnose cultural drivers of network fragmentation; identify dominant beliefs or paradigms impeding cultural change; and intervene with a balanced emphasis on instrumental and expressive relationships.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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