Invisible Architecture: How Social Networks Drive Change

Written By Michelle McDaid (She/Her)

The theme for ShipItCon 2025 was change. I spoke about how social networks drive change organisationally and individually.

Sharing a few highlights from the talk:

💡 A lot of work happens behind the scenes/outside of the formal org structure/hierarchy - a shadow organisation! Sometimes I had to remind myself that the people I collaborated with through the Women & Allies ERG (Employee Resource Group) had a real job as well, as they had such an impact.

💡 Social Networks impact organisational and individual change. I shared an example of how one connection led to a sequence of opportunities.

💡 'Not invented here' - we have a propensity to fall in love with our own ideas. Leaders can't and shouldn't be expected to have all the answers. In fact if this is the case, they are probably not open to listening to their followers.

💡 Myth: People don't like change. Reality: We resist imposed change!

💡 BANI: (Brittle, Anxious, Non-Linear, Incomprehensible)

“We are in an age of chaos, an era that intensely, almost violently, rejects structure. It isn’t simple instability, it’s a reality that seems to actively resist efforts to understand what the hell is going on. This current moment of political mayhem, climate disasters, and global pandemic — and so much more — vividly demonstrates the need for a way of making sense of the world, the need for a new method or tool to see the shapes this age of chaos takes” - Jamais Cascio

💡 Sensemaking: To implement change we need to make sense of the world we live in.

Sensemaking is about dealing with complexity: not simplicity but organised complexity – varied, diverse, partially connected responses that enable learning and adaptation - Karl Weick.

The sensemaking process should be bi-directional and is fundamentally social!

"The most effective leaders are no longer the ones with the best answers, but the ones who host the best conversations.” - Jennifer Garvey Berger

💡 Recent Gallup research says what people need most from leaders, ahead of trust, is hope!

💡 Organisational Network Analysis helps us recognise the key part informal networks play and makes invisible patterns visible

💡 Relational Crisis at Work? Heavy AI users are becoming disconnected from their teams. Check out Brian Elliott’s article on this.

💡 Virtual work can be perceived as more formal, efficiency-related and traceable. Workers may be more selective about who they interact with, and about when and how they engage. As leaders we need to be clear on what’s okay and what’s expected! As individuals we need to be more intentional.

💡 How diverse is your network? Whose perspective are you missing?

💡 Weak Ties is invisible architecture at play. We get more opportunities from weak ties

💡 Social Capital becomes more important in a multi-stage life. Intergenerational Relationships“As you age, it is likely that your sources of social support will need to change. What you need are broad and diverse social networks - networks that span different domains of life and that can support you through transitions.”

💡 Do you have a personal Board of Directors?

💡 Connections Matter. It is the ties between people that makes the whole greater than the parts. The benefits of a connected life outweigh the costs!

If you’d like to learn more, feel free to get in touch!

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References:

Michelle McDaid (She/Her)
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