Hierarchical power within an organisation, despite being the traditional route to influence, is only half as effective as peer-to-peer power. This concept is based on the Viral Change methodology which posits that behavioural change is best achieved through small, highly connected groups of individuals, known as ‘infectious agents,’ who influence their peers. These agents are not necessarily those in senior positions, but rather those who hold sway over their colleagues, making them the most effective drivers of change.

In contrast, traditional top-down leadership, while necessary for setting strategy and direction, is less effective in driving behavioural change. This is because it is often perceived as imposed, leading to resistance. Furthermore, it tends to focus on processes and systems rather than people and behaviours.

The power of influencers within an organisation is therefore twofold. Firstly, they are more effective at driving behavioural change, and secondly, they can do so in a way that is perceived as organic, rather than imposed. This makes the peer-to-peer influence of ‘infectious agents’ a crucial element of organisational change.

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