Much has been written on change management in the organization, and on the roles and expertise involved. But the change agent, whether internal or external to the organization, has received less attention. Change agents are characterized by a low boredom threshold; they need change to be energized and they may not fit in. This paper introduces examples of an academic change agent’s activities in different contexts and the effects of change agent interventions. Elusive, the change agent moves on, or out, once the change has been initiated.
PAGES
44 – 53
DOI
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Issues
Also in this issue:
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Agnes Horvath, Magic and the Will to Science: A Political Anthropology of Liminal Technicality
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Gibson Burrell, Ronald Hartz, David Harvie, Geoff Lightfoot, Simon Lilley and Friends, Shaping for Mediocrity: The Cancellation of Critical Thinking at our Universities
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Bas de Boer, How Scientific Instruments Speak: Postphenomenology and Technological Mediations in Neuroscientific Practice
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Bjørn Lomborg, False Alarm
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How does innovation arise in the bicycle sector? The users’ role and their betrayal in the case of the ‘gravel bike’