How do employees typically become change agents?

• A. Networking laterally and working in teams across divisions
• B. Following orders strictly from management
• C. Focusing only on their own department
• D. Waiting for formal training programs

Answer: (A)

Change agents emerge when employees build broad, cross-functional networks and work in collaborative teams across divisions. By connecting people, sharing information, and coordinating efforts beyond a single department, they can influence behaviors, spread new practices, and mobilize others toward a shared goal without relying on formal authority. This lateral networking creates legitimacy and momentum because those across different areas see practical, cross-enterprise solutions and have a voice in shaping implementation.

Relying on simply following orders, staying within one department, or waiting for formal training tends to limit both reach and impact. Top-down directives often don’t generate grassroots commitment, a single-unit focus ignores how interdependencies drive success, and waiting for training can slow momentum and miss opportunities to practice and demonstrate the change in real work.