MIT Sloan Management Review Article on Use Networks to Drive Culture Change

Few habits are harder to break than “the way we do things around here.”

Organizational culture is notoriously difficult to change, in part because it reflects people’s values — their deeply held beliefs about what is good, desirable, and appropriate.1 Relationships can complicate matters further. When colleagues are embedded in informal networks with others who share and reinforce their values, they often become entrenched rather than open to new attitudes and behaviors.

But it doesn’t have to be like that. Those same networks can also help leaders identify and overcome obstacles to cultural change and discover unexpected allies.

About the Author

Peter Gray is a professor at the University of Virginia’s McIntire School of Commerce. Rob Cross (@robcrossnetwork) is the Edward A. Madden Professor of Global Leadership at Babson College. Michael Arena (@mjarena) is vice president of talent and development at Amazon Web Services.

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