Efforts to create systemic change in most organizations stall despite an intense push from leadership because these efforts are built on a model that does not accurately represent how organizations truly operate. Reeves argues that most leaders attempt to communicate directives about new initiatives from the top layer of a hierarchy downwards. This model suggests that group members will logically listen to evidence on the need for change, learn new procedures, and follow directives from the top to carry the changes out. In practice, this rarely happens. Reeves presents an alternative model based on network theory. Schools, like most organizations, operate as networks rather than hierarchies, with most organizational members feeling more connected to a few powerful trusted colleagues than to nominal leaders--and they follow such key colleagues more closely. Those rare group members to whom large numbers of people go for advice are "superhubs." It is these hubs of influence that leaders who seek to catalyze true change must reach and bring over to their cause.