Neither Elite nor Grassroots Networks: Educational Change Through Mid-Level Bureaucrats

Studies of networks for educational change often focus on elite networks or street-level bureaucrats, with little attention to staff at the middle level who arguably have immense potential to effect change. This paper theorizes educational change through mid-level bureaucrats using the case of a nonprofit organization that places its members in large public education bureaucracies. It suggests the power of networked staff to coordinate policies and reduce organizational friction, and how a strategic patchwork can accomplish these outcomes. In particular, the paper explores the role of (1) intentional placement, (2) reputational distinction, and (3) inter-cohort collaborative platforms in influencing this change. Theoretically, it furthers the study of education, state bureaucracy, and civil society by illustrating how a nonprofit can impact large government agencies through strategic mid-level networks. Practically, it illustrates organizational designs to encourage and accelerate civil service participation, an important locus for social justice and educational development.