An Actor-Network Approach to Leading Technological Change
Saturday, July 28, 2007
Chester C. Warzynski
Cornell University
•National Consortium for Continuous Improvement
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•Solutions: Today’s Challenges, Tomorrow’s Promise

An ANT Approach to Technological Change
Chester C.
Warzynski
•July 2007
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Objectives
1.Present Actor-Network Theory (ANT) as a theoretical perspective and practical methodology for
leading technological change.
2.Examine a case study in which ANT was used to implement a project management methodology at a
large research university.
3.Explore the implications of ANT as a new approach to leadership and change.
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An ANT Approach to Technological Change
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Warzynski
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Research on Failed Change Projects
• 60-70% of new organizational change projects fail (Kotter, 1996; Beer & Nohria, 2000; and
Barrett, Grant & Wailes; 2006):
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ØBureaucracy – organizational rules and red tape (Pinchot & Pinchot: 1996)
Ø“Organizational mindsets” – diverse value systems and conflicting beliefs and values (Reger et al,
1994)
ØOrganizational structure – rigid boundaries between stakeholders, functions and disciplines
(Ashkenas et al, 1995)
ØLack of required competencies and capabilities (Sanchez & Heine, 1997)
ØOrganizational politics (Fountain, 1995)
ØLack of adequate resources and rewards (Christensen, 1997)
ØLack of effective problem solving, decision making and conflict resolution (Iansiti, 1998)
ØLack of participation in organization design (Emery, 1993)
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An ANT Approach to Technological Change
Chester C.
Warzynski
•July 2007
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The Blind Spot in Leadership
• The blind spot for most leaders is “in not seeing or understanding the full process of “social
reality formation” (p.6) in terms of how experience is cognized, accessed and translated into
knowledge and action at the tacit, behavioral, relational, and system levels.
•Leadership Blind Spot
•McKinsey Leadership Research Project (2000), “Leadership in the Context of Emerging Worlds:
Illuminating the Blind Spot”
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An ANT Approach to Technological Change
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Warzynski
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Basic Premise of ANT of Leadership
•“Leadership depends on interaction. Interaction depends on physical proximity, social and
organizational propinquity, and networks of open channels of communication. And so, not
surprisingly, the emergence and success of leadership depend on such physical and social
arrangements. Such arrangements may also be possible substitutes for leadership” (Bass: 1990, p.
658).

An ANT Approach to Technological Change
Chester C.
Warzynski
•July 2007
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    Relationship of Networking Methodologies
•Resistors
•Allies
•ANT
•Social
•Capital
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•SNA

An ANT Approach to Technological Change
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Warzynski
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What is ANT?
• ANT is “a progressive constitution of a network in which both human and non-human actors assume
identities and qualities according to prevailing strategies of interaction (and negotiation) . . .
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• The most important of these negotiations is ‘translation’, a multi-faceted interaction in which
actors:
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• 1. Construct common definitions and meanings,
• 2. Define (and determine) representatives (and alliances),
• 3. Co-opt each other in the pursuit of individual and collective objectives (Bardini 1999).

An ANT Approach to Technological Change
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Warzynski
•July 2007
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Tenets of ANT
1.Emphasis on networks and links, as opposed to heroic individual "geniuses”.
2.Nodes called actants include human and non-human entities to maintain the stability and integrity
of the network.
3.Groups (and individuals) in the network in general have different value systems, and translation,
or negotiation and compromise, among these entities is necessary for a network to succeed.
4.Leaders in a project interpret “reality” and translate reality into theories of the project.
5.Aligned interests are created by enrolling allies and translating their interests so that their
participation will lead to convergence, growth and continuance of the network (Gougen, 2000).
6.
6.

An ANT Approach to Technological Change
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Warzynski
•July 2007
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Key Concepts of ANT
1.“Translation” is the ability of leaders to keep people (other actors) involved in the project by
translating their efforts into their own language and values.
2.“Actants” construct reality through their language and metalanguage, relationships, and
integration of objects and humans.
•3.    “Punctualization” is a process or effect (e.g., structure) that emanates from the network as
a temporary entity or event that has relative durability in that it recursively generates and
reproduces itself.
•4.    “Black boxes” are created when "many elements are made to act as one". Black boxes can be
objects, people, or networks. A stabilized network becomes a black box.
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An ANT Approach to Technological Change
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Warzynski
•July 2007
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How Does ANT Work?
• ANT proposes that aligned interests are created by enrolling allies and the translation of their
interests so that their participation will lead to the network’s continuation or maintenance.
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• The formation and maintenance of these networks of aligned interests is a continuing theme for
leaders. Some strategies for doing this include: (1) seeking new alliances; (2) enrolling new
members or network nodes; (3) creating and exploiting black boxes; (4) employing non-human
entities, e.g., iPhones, computers, buildings, etc. to increase and stabilize the network.
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An ANT Approach to Technological Change
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b_icon-graphic2_03 b_icon-graphic2_03 b_icon-graphic2_03 b_icon-graphic2_03
Initial Interaction
Network Growth
Attraction of Allies
Network Stabilization
•(Graphics courtesy of Cisco Systems, Inc.)
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Warzynski
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Development of Actor-Networks
1.Translate others interests to your own
2.Engage and mobilize allies to translate and negotiate interests
3.Inscribe beliefs, practices and relations in materials and technologies
4.Frame key issues and debates
5.Punctualize actors into more complex networks
6.Create “immutable mobiles” and tokens which can be passed back and forth between actor-networks
7.Establish black boxes (many networks that converge and work as one)
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An ANT Approach to Technological Change
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Warzynski
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Translation
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• “Translation is a process in which a leader aligns the interests of many in a chain. To
accomplish this leaders marshal all the evidence and all their allies at one spot in regular
consultation meetings with the representatives and negotiate and resolve differences with others to
form communities. Leaders create communities of practice comprised of many networks which then
shape/construct social reality” (Fox, 2000).
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An ANT Approach to Technological Change
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Warzynski
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Four Stages of Translation
• 1. Problematization – the actor (leader) defines a challenge or  problem in such a way that the
others can recognize it as their problem, and provides the means for resolving the problem.
• 2. Interessement – the leader locks allies into roles and gains their commitment to a set of
goals and a course of action.
• 3. Enrolment – the leader negotiates, persuades, induces and coordinates allies to carry out the
course of action consolidating their roles.
• 4. Mobilization of allies – the leader creates and empowers actants to communicate (via charts,
diagrams, etc. – “immutable mobiles”) progress being made toward their shared goals and actions,
thus reinforcing commitments to the course of action. At this stage the leader has lined up a chain
of distinctive links to perpetuate the network (Callon, 1986).
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An ANT Approach to Technological Change
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Warzynski
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Four-D Appreciative Inquiry Model
•Discovery
•“What gives life?”
•(The best of what is)
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•APPRECIATING
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•Destiny
•“How to empower, learn and adjust/improvise?”
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•SUSTAINING
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•Dream
•“What might be?”
•ENVISIONING
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•IMPACT
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•Design
•“What should
•be the ideal?”
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•CO-CONSTRUCTING
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Warzynski
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ANT Change Methodology
•1. Identify and describe the purpose, needs, and benefits of the technological change
(problematization). •2. Develop a list of key actants (actor-networks or stakeholders) and define
their interests, needs, and requirements. •3. Map relationships of actants and identify centrality
of relationships, strong and weak ties, structural holes, and sources of resistance.
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•4. Engage key actants and translate and inscribe their interests into visions, objectives, plans
and roles (interessment). •5. Enroll, mobilize, empower, and coordinate actants as translators,
i.e., create chains of translators, and train and encourage them to deal with resistance. •6.
Devise and implement strategies for expansion and continuance of the network, e.g., create centers
of translation for expanding and perpetuating the network and effecting the desired change.
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An ANT Approach to Technological Change
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Warzynski
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  Mapping and Constructing Actor-Networks
•Bob
•Joe
•Steve
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•Karen
•Sarah

An ANT Approach to Technological Change
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Warzynski
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ANT Model for Integrating New Technologies

An ANT Approach to Technological Change
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Warzynski
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Convergence of Actor-Networks
Within Network
Alliances
Between Network Convergence
Integration of Multiple Networks
•Facilitating innovation and change
•(Graphics courtesy of Cisco Systems, Inc.)

An ANT Approach to Technological Change
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Warzynski
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Map of Actor-Network  for Project Management
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•Systems Management Group (3)
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•(VPs for IT, Planning & Budget, Facilities)
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•Organizational Development
•Services (4)
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•School of Industrial
•and Labor
•Relations Graduate Class (24)
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•Institutional Project Management
•Working Group (8)
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•External
•Project Management
•Consultant Vendor (5)
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•Project Management Advisory
•Group (10)
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•Project Management Core
•Working Team (11)
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•Project Management
•Guidebook/Training Team (8)
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•VP Human Resources & Director,
•Organizational Development (2)
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•Project Management Steering
•Committee (10)
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•Senior Project Management
•Consultant & Three Project
•Managers (4)
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•Leadership Team (3)
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•(VP & Asst VP of IT, Dir., ODS)
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•Director, Organizational
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•Development Services (1)
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•Division of Cornell
•Information Technologies
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•(300)
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•XXX
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•Units of Cornell University
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•(Facilities & Sponsored
•Research, etc.)
•(200)
• XXX
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•Website Development Team
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•(2)
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•External Organiza
•tions
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•Princeton University & NY State
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•s Office of Technology (2)
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•Administrative Systems Projects
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•Committee (14)
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•Financial
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•Resources
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•Website
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•Guidebook
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•Needs
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•Survey
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•Training
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•Program
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•Policies &
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•Practices
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•Hardware
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•Software
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•Roles/Position
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•Project Office
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•Training
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•Facilities
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•Physical
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•Facilities
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•Resources
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An ANT Approach to Technological Change
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Warzynski
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Results of ANT Approach to Change
•Developed common terminology and methodology
•Identified and communicated strategic issues to senior management and created sponsorship.
•Stimulated collaboration and mutual understanding between groups.
•Created the infrastructure of groups, training curriculum, facilities, website, guidebook to
support project management.
•Integrated and tested training programs, workshops, seminars, coaching, and mentoring.
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•Developed a network of instructors to deliver ongoing project management training.
•Established a baseline of performance in project management.
•Provided consulting resource for skill training and use of software tool.
•Created a network of advanced certified (PMP) project management professionals.
•Established a broad institutional network or community of practice for project management.
•Created an exemplar for leading technological change.
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An ANT Approach to Technological Change
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Warzynski
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Two Models of Power/Change
1.The “No Name” (Agency Based) Network Model of Power/Change:
• Network is developed through chains of local agents who translate and reinterpret the mission and
values of the project. Leadership, power, competence and successful change result from the effects
of the expanding network of translators and supporters. The leader is only one aspect of the
network (The “No Name” Model).
1.
•2.  The “Hero” (Leader Based) Diffusion Model of Power/Change:
• Change emanates from a leader at the top and trickles down the organization through the power of
the leader, the content or structure of the message, the climate of the organization, and the skill
of the leader (The Hero Model).
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An ANT Approach to Technological Change
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Warzynski
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How ANT Leaders Create Successful Change . . .
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1.      Identify obstacles and opportunities to innovation &  change
2.Identify and map key actor-networks to expand or stabilize the networks
3.
3.      Determine the needs, interests, and requirements of the networks
4.      Develop interactions and relationships via communication
5.Resolve resistances of inhibitors through negotiation
6.
6.      Translate interests into visions, objectives, roles, and plans
7.Inscribe translations into materials and technology
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8.      Engage, mobilize, empower, and coordinate allies as translators
9.Simplify, develop exchange tokens, and create black boxes
10.
10.    Identify and implement strategies for strengthening the network

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Warzynski
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Selected References
•Barrett, M., Grant, D., & Wailes, N. (2006). ICT and organizational change: introduction to the
Special Issue. Journal of Applied Behavioral Science, Vol. 42, No. 1, March 2006, 6-22.
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•Brooks, L. and Atkinson, C. J. (2004). StructurANTion in research and practice: representing actor
networks, their structurated orders and translations, In Information Systems Research: Relevant
Theory and Informed Practice, IFIP 8.2 Conference, (Eds, Kaplan, B., Truex III, D., Wastell, D.,
Wood-Harper, T. and DeGross, J. I.) Kluwer Academic Publishers, Boston, pp. 389-409.
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•Callon, M. & Latour, B. (1981). Unscrewing the big Leviathan: how actors macro-structure reality
and how sociologists help them to do so. In Knorr-Cetina, K. D. and Mulkay, M. (eds.), Advances in
Social Theory and Methodology: Toward an Integration of Micro and Macro Sociologies. London:
Routledge.
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•Callon, M. (1986a). The sociology of an actor-network: the case of the electric vehicle. Mapping
the Dynamics of Science and Technology. Callon, M., Law, J. and Rip, A. (Eds). Macmillan Press,
London: 19-34.
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•Callon, M. (1986b). Some elements of a sociology of translation: domestication of the scallops and
the fishermen of St Brieuc Bay. Power, Action & Belief: A New Sociology of Knowledge? Law, J. (Ed).
Routledge & Kegan Paul, London: 196-229.
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•Czarniawska, B. & Hernes, T. (Eds.), Actor-network theory and organizing. Copenhagen: Copenhagen
Business School Press.
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•Fox, S. (2000). Communities of practice, Foucault and actor-network theory. Journal of Management
Studies, 37-6:853-867.
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•Latour, B. (1986). The Powers of association. power, action and belief: a new sociology of
knowledge? Sociological Review monograph 32. Law, J. (Ed). Routledge & Kegan Paul, London: 264-280.
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•Latour, B. (1987). Science in action: how to follow scientists and engineers through society.
Cambridge, MA: Harvard University Press.
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•Law, J. (1992). Notes on the theory of the actor-network: ordering, strategy and heterogeneity.
Systems Practice 5(4): 379-393.
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•Rogers, E. M. (1995). Diffusion of innovations. (4th edition). The Free Press, New York.
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•Sidle, C. and Warzynski, C. (2003). “A New Mission for Business Schools: The Development of
Actor-Network Leaders,” Journal of Education for Business, September/October, pp. 40-45.
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•Tatnall, A. and Gilding, A. (1999). Actor-network theory and information systems research.
Proceedings of 10th Australasian Conference on Information Systems, (ACIS), University of
Wellington, Victoria, N.Z.
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