Julie Battilana, Joseph C. Wilson Professor of Business Administration, Harvard Business School
Instituting change in an organization or in a sector of society has always been the bane of leaders. Numerous studies show that, most often, people tend to instinctively oppose such initiatives because they disrupt established positions, power structures, and ways of getting things done. At the same time, much of their resistance is not overt, or even conscious. So change agents must infer people's attitudes and then work to bring them on their side.
However, some leaders do succeed--often spectacularly--at transforming their organizations and even whole sectors of society. What makes some change makers triumph in a situation when the vast majority would fail? Existing models of change management provide only partial answers as to why the results are so variable.
Professor Julie Battilana investigates what successful change makers do differently. In this webinar, she will discuss the multiple roles of change makers in change--that of agitator, innovator, and orchestrator. Agitation without innovation means complaints without ways forward, and innovation without orchestration means ideas without impact. Change requires all three roles, but they each require different sources of power.