Executive Summary: 

In the book Cascades: How to Create a Movement that Drives Transformational Change, author Greg Satell uses network theory and the concept of “cascades” to explain why some change movements succeed and others fail. Satell uses a diverse set of case studies ranging from the 2004 Orange Revolution in Ukraine to the fall of Blockbuster. Using these case studies, he builds a playbook for real world change that outlines the key elements required to make social movements, both large and small, meaningful and effective. 

Introduction

With the advent of the Internet and advances in technology, communication now happens at breakneck speed. As a result, power within social dynamics has begun to shift from traditional, vertically oriented hierarchies to laterally oriented networks. This redistribution of power enables cascades to occur, leading to enormous potential for transformational change. 

Part One: The Anatomy of a Cascade

“They [cascades] are a means to an end, not an end in themselves” (Satell 70).

Movements characterized by cascades appear to take on a life of their own. Contrary to the “great man” theory, i.e., strong governance and a charismatic leader carry a revolution to victory, cascading movements are largely self-organizing. The power is not found within the individual, but within the connections that tie these individuals together, creating a network cascade that grows exponentially. 

Cascades cannot be controlled or willed into existence. They occur when new connections are made, which can be a long, almost imperceptible process, or when environmental factors lower resistance thresholds. However, that being said, understanding their function is still crucial as there are steps an organization can take to ensure their success.

Notably, the structure of a network can influence the probability of a cascade occurring. If an organization is highly centralized and power is limited to the top of the hierarchy then cascades are less likely to happen. On the other hand, decentralized organizations foster interconnectivity, increasing the chance of a cascading movement. Keep in mind that network structure is something well within an organization’s control!

Cascades form via a process called “percolation.” In essence, information spreads from individual to individual and then from group to group through weak ties. For example, you are more likely to receive new information from someone outside of your immediate social circle as they likely have less in common with you. 

Additionally, cascades are a function of resistance thresholds. Those with lower thresholds are more susceptible to take up the cause, and it is these susceptible people influencing others that adds momentum to the movement. However, long-term success depends on an organization’s ability to connect with higher threshold groups. Successful cascades are not limited to like-minded people, but also strive to incorporate skeptics and neutral observers alike.

Part Two: How Change Movements Succeed—and Fail

Planning, organization and discipline are critical if you want to harness a cascade into successful, transformational change. This element can be understood as six steps:

1. Identify a keystone change

2. Make a plan

3. Network the movement

4. Indoctrinate a genome of values

5. Build a platform of participation, mobilization and connection

6. Survive victory

1. Identify a keystone change

When trying to change the status quo, it is essential that you are able to articulate your vision for the future. Without this vision, movements are simply a group airing their grievances, which is not effective if the goal is real change. The next step is identifying a keystone change. Satell outlines three criteria of a keystone change to look for (pg. 231):

1. A keystone change needs to be a concrete and tangible goal. 

2. It needs to unite diverse stakeholders in the Spectrum of Allies (127) and the Pillars of Support (133).

3. It paves the way for future change. 

2. Make a plan 

“A movement without a plan is nothing more than a revolt” (Satell 146).

When planning, start with where you want to end up. First ask yourself what the future would look like if your change was implemented, and then figure out how you are going to get there. Part of this process is recognizing specific higher threshold groups that would resist your change efforts and creating tactics to win them over; this is done using the Spectrum of Allies. Change is a zero-sum game where you are trying to mobilize your opponent’s forces as much as your own. If you are only rallying the faithful, as Satell puts it, your change movement is doomed to fail in the long run.

Beyond mobilizing support, a successful movement incites institutional change, otherwise known as the Pillars of Support. These pillars uphold “the regime” and include the military, the police, the justice system, the media, the business leaders and organized religion. Oftentimes the Spectrum of Allies and the Pillars of Support are one in the same.

3. Network the movement

Successful cascades, and therefore successful movements, are built on “small world” networks. These are small groups, loosely connected, but united with a shared purpose. Small groups as opposed to large ones create strong relationships of trust and operability. 

Satell emphasizes that the connections between these small groups also need to be loose. This conclusion is drawn from a study on Broadway musicals done by Brian Uzzi and Janet Spiro. The findings indicated that if few people among the cast and crew had worked together in the past, the outcome was poor. A similarly negative outcome was measured when the cast and crew were too familiar with each other. The best outcome was when connections were loose because enough familiarity was present to support collaboration whilst also being open to allow for new ideas. 

Finally, a shared purpose is what ensures that the network of small groups moves towards the same goal. Consequently, the role of leaders has changed. Instead of calling all the shots, a leader’s primary job should be shaping a culture that prioritizes connection. General Stanley McChrystal compares leaders to gardeners, not puppet masters.

4. Indoctrinate a genome of values

Satell equates a movement or organization’s values system to DNA in that it lays the essential foundation upon which adaptability becomes feasible. He emphasizes the importance of training so that these values become second nature to members and fostering an environment where these values are continually reinforced. This creates a sense of shared consciousness that allows a movement or organization’s shared purpose to withstand adversity. 

Adherence to one’s values must be irrevocably tied to your movement or organization’s mission, regardless of the cost. Consistency builds legitimacy and helps bridge the gap between yourself and higher threshold groups.

5. Build a platform of participation, mobilization and connection 

A key idea when implementing this step is empowerment. Creating opportunities for small-scale change on an individual level can reduce barriers to participation, which in turn fosters connection and ownership with the larger movement. If the cost of participation is too high, you run the risk of alienating neutral participants who could otherwise be convinced to take up the cause. This undermines the success of the change initiative as a whole.

Another key idea is to create platforms for governance and cohesion that facilitate successful decentralization. Returning to the idea of “small world” networks, this type of organizational structure is only possible when the proper infrastructure is in place to guide the whole in the same direction.

6. Survive victory 

Every revolution inspires a counterrevolution. Thus, a successful movement is more about convincing the opposition than it is about overpowering them. In doing so, it is easier to make your change the new status quo and avoid regression.

Additionally, a quest for change is a journey, not a destination. Although every movement or organization starts with immediate goals, change is only successful when it becomes “mundane and ordinary.” This is done by remaining true to the values of the movement or organization, even after your immediate goals are achieved.

Conclusion

In Cascades: How to Create a Movement that Drives Transformational Change, Greg Satell outlines the two key components necessary to incite successful social change: a network cascade and a plan. While cascades are largely out of your control, your organization can take steps to set itself up for success when a cascade does happen. These steps include instilling a genome of values, creating easily accessible ways to participate, winning over skeptics, and integrating your change into institutions so it becomes the new status quo. Remember that change is a journey where the end goal is mundanity. Once you have created a new “normal” is when you know you have succeeded.