Why Do Some Changes Catch Us Off Guard While Others Feel Inevitable?
Ever notice how some changes seem to come out of nowhere, even when you saw them coming? You know the kind—like when a colleague suddenly announces they're leaving, or your favorite coffee shop closes without warning. Meanwhile, other transformations feel like they're building momentum months before they actually happen.
The difference isn't just luck or intuition. There's something deeper at play—something about position in change. Not where you stand physically, but where you sit in the network of relationships, influence, and timing that makes change either inevitable or surprising Not complicated — just consistent..
What Is Position in Change Determined By
At its core, this idea suggests that change isn't just about what happens—it's about who's positioned to see it coming and who's positioned to make it happen. That said, think of it like weather patterns. A storm might form over the ocean, but whether you feel the full impact depends on where you are relative to its path But it adds up..
In organizational or social contexts, your "position" refers to three key things:
- Your connections and relationships within a system
- Your visibility and access to information
- Your ability to influence others or be influenced
When these elements align in certain ways, you become someone who can predict change before it arrives. When they don't, you're often the last to know what's coming—and the first to feel blindsided by it.
The Network Effect
Here's where it gets interesting. In practice, research in sociology and organizational behavior shows that people in certain positions within networks consistently experience change differently. Those in the middle of dense relationship clusters often hear about shifts earliest—not because they're smarter or more observant, but because information flows through their connections.
Meanwhile, people on the periphery—whether by choice or circumstance—often learn about changes reactively, when decisions are already made.
Information Access and Timing
It's not just about who talks to whom. In healthy organizations, there's usually a rhythm to how changes are communicated. Practically speaking, it's also about when and how information is shared. But in dysfunctional ones, information hoarding creates a cascade effect—where some people are always a step behind.
And timing matters enormously. A change announced on a Friday afternoon hits differently than the same announcement made first thing Monday morning. Your position in the communication flow determines not just what you know, but when you know it.
Why This Matters
Understanding position in change isn't just academic—it's practical survival in a world where change is constant. Whether you're navigating a corporate restructuring, managing a team transition, or adapting to market shifts, knowing where you sit in the change network can mean the difference between feeling prepared and feeling blindsided Worth knowing..
Not the most exciting part, but easily the most useful.
Career Implications
On an individual level, your position affects everything from job security to advancement opportunities. Practically speaking, people who are well-connected and information-rich often get first dibs on new projects, promotions, and strategic roles. They're not just informed—they're positioned to shape what comes next That's the part that actually makes a difference. Less friction, more output..
Counterintuitive, but true.
Conversely, those on the outside looking in often find themselves scrambling to catch up, playing defense instead of offense. They react to change rather than participating in it Worth keeping that in mind..
Team Dynamics
For leaders and managers, recognizing positional advantages and disadvantages is crucial for maintaining team resilience. If certain team members consistently feel out of the loop, morale suffers. If others are always the "insiders" with advance knowledge, resentment can build Small thing, real impact. Less friction, more output..
The goal isn't to flatten these differences—that's impossible in any complex system. It's to make them visible and manageable.
How Position Actually Shapes Change Experience
Let's break down the mechanics of how position determines your relationship to change.
The Hub-and-Spoke Model
Think of any organization as a hub-and-spoke system. At the center are decision-makers and key influencers. Radiating outward are layers of people with varying degrees of connection to the center.
Those closest to the hub see changes forming early. Day to day, they're part of strategy sessions, budget meetings, and informal conversations that shape what's coming. As the change moves outward, details get lost, timing gets compressed, and urgency increases.
By the time a change reaches the outermost spokes, it's often already decided and feels sudden, even if it was months in the making.
The Ripple Effect
Change doesn't spread like a wave—it ripples. Like dropping a stone in water, the initial disturbance creates concentric circles of impact, each moving at different speeds and carrying different information Which is the point..
Your position in this ripple determines whether you're in the epicenter, on the edge, or outside the splash zone entirely. And here's the kicker: these positions aren't fixed. They shift based on relationships, communication patterns, and your own actions.
The Information Asymmetry Problem
One of the most powerful aspects of position is how it creates information asymmetries—situations where some people have access to information others don't. And this isn't always malicious or intentional. Sometimes it's just how networks evolve naturally.
But these asymmetries compound over time. Practically speaking, people with information can prepare, adapt, and even influence outcomes. Those without it are forced into reactive mode, which is exhausting and disempowering.
Common Mistakes People Make
Here's what most people get wrong when thinking about position and change:
Assuming Merit Determines Position
Many people believe that if you're good at your job, you'll naturally be well-positioned for change. That said, not true. Position is largely about relationships and access, not performance. I've seen brilliant analysts get left out of strategic discussions because they don't participate in the informal networks that drive decision-making.
Thinking You Can Control Everything
Some people try to game the system—networking strategically, currying favor, positioning themselves as indispensable. While some of this is smart, trying to control your position completely is exhausting and often backfires. Authenticity matters more than manipulation.
Ignoring Peripheral Voices
Leaders often focus on keeping their inner circle informed, assuming that's enough. But peripheral team members often spot problems early. When the marketing team hears customer complaints that never reach senior leadership, that's a positioning problem—not just an information problem.
Overvaluing Being "In the Know"
There's a culture in some organizations that rewards people for being the first to know about changes. But being first to know isn't the same as being best prepared. Sometimes being last to know is better—you get to see the full picture before making decisions Most people skip this — try not to. Simple as that..
Quick note before moving on.
What Actually Works
So how do you work through position in change without feeling powerless?
Map Your Network
Literally draw a map of your relationships. Who do you talk to regularly? Who do you rarely interact with but might influence? In practice, who has your back? Visualizing your network often reveals surprises—maybe you're more connected than you thought, or maybe there are critical gaps you hadn't noticed It's one of those things that adds up..
Cultivate Multiple Information Sources
Don't rely on a single channel or person for your information. Follow up informal conversations with official communications. Still, pay attention to what's not being said as much as what is. Cross-reference what different people tell you.
Position Yourself Strategically (Without Being Obvious)
This means building genuine relationships across different levels and departments. But it means volunteering for cross-functional projects. It means asking questions and listening more than you speak. The goal isn't to manipulate your position—it's to make it more dependable and resilient That's the part that actually makes a difference..
Create Feedback Loops
If you're in a leadership position, actively seek out perspectives from people who might be on the periphery. Ask: "Who haven't we heard from that we should be hearing from?Consider this: " "What are we missing? " "Who's seeing things differently?
Normalize Uncertainty
Finally, accept that you can't control your position in every change. Sometimes you'll be surprised. Sometimes you'll see it coming. The key is building resilience so that regardless of your position, you can adapt effectively Easy to understand, harder to ignore..
FAQ
Q: Can introverts be well-positioned in change networks?
Absolutely. Practically speaking, position isn't about being outgoing—it's about being connected. Even so, introverts often excel at building deeper, more meaningful relationships that provide rich information flows. Quiet people can be incredibly well-positioned if they invest in the right connections No workaround needed..
Q: How does digital communication affect position in change?
Remote work and digital tools have complicated traditional positioning. You might be physically isolated but digitally connected to decision-makers. Or conversely, you could be in the office but excluded from virtual conversations that drive real decisions. The principles remain the same, but the channels keep evolving.
**Q: Is it possible to move from the periphery to the center of a change network
FAQ (continued)
Q: Is it possible to move from the periphery to the center of a change network?
A: Absolutely. Moving from the periphery to the center is a matter of intentional network building, skill development, and visibility. Here are three actionable steps:
- Identify the Core Decision‑Making Nodes – Map who actually drives the change (project sponsors, steering committee, key influencers). Note their preferences for information and interaction.
- Insert Value at the Intersection – Offer insights, data, or solutions
Insert Value at the Intersection – Offer insights, data, or solutions
When you identify a gap between what the core team knows and what they need, step in with a concrete contribution. This could be a concise data‑driven brief that highlights a risk they haven’t quantified, a prototype that tests an assumption, or a stakeholder‑impact map that surfaces hidden dependencies. By framing your input as a solution to a specific problem they care about, you move from being a passive observer to an active enabler. Document the outcome of your contribution—whether it’s a decision that was altered, a timeline that was adjusted, or a cost saving that was realized—and share that result back with the group. Tangible evidence of impact builds credibility and makes others more likely to seek your perspective in the future.
Increase Visibility and Influence
Value alone isn’t enough if it stays hidden. Create regular, low‑effort touchpoints that keep your work on the radar of the central actors:
- Share a one‑page “insight digest” after each cross‑functional meeting, highlighting trends or questions that emerged.
- Volunteer to present a short update at the steering‑committee’s standing agenda slot, focusing on how your area’s progress aligns with the change objectives.
- use digital channels—post a thoughtful comment on the project’s collaboration platform, tag the relevant sponsor, and invite feedback.
Each of these actions reinforces your reputation as a knowledgeable, reliable node without demanding constant self‑promotion.
Measure and Refine Your Position
Periodically assess how central you’ve become in the informal network. Simple techniques include:
- Asking trusted colleagues to name the three people they turn to for advice on the change topic.
- Reviewing meeting invites and distribution lists to see if your name appears more frequently.
- Tracking the volume and quality of information you receive versus what you send out.
If you notice stagnation, revisit the three steps: refine your target nodes, adjust the type of value you offer, or experiment with new visibility tactics.
Conclusion
Navigating change successfully hinges less on title or tenure and more on the strength and quality of your connections within the evolving network. By deliberately gathering information from multiple sources, positioning yourself where value can be added, creating reciprocal feedback loops, and embracing uncertainty as a constant, you build a resilient professional footprint. Introverts and extroverts alike can advance from the periphery to the core by offering tangible insights, increasing their visibility in ways that feel authentic, and continually measuring their impact. When you treat network building as an ongoing, intentional practice rather than a one‑off maneuver, you not only survive organizational shifts—you help shape them Not complicated — just consistent. Worth knowing..
