ABSTRACT
This chapter explores and illustrates the highly tailored nature of successful change initiatives that fully reflect both context and culture. When it comes to leading complex change in a higher education setting, a one-size-fits-all approach is not the solution. The energy needed for sustainable, transformational change must come from the hearts and minds of not just those leading the change but every actor in the change process, and this can only come about through rich dialogue, attuned influence, and collaborative engagement. This chapter looks at the challenge for change leaders of understanding and working within an organisational context, both generally and specifically, and tailoring their approach to leadership and change. It goes on to consider the complex web of values, assumptions, and stories (narrative) that make up the underlying organisational culture, and concludes by exploring approaches, principles, and mindsets used in developmental change programmes designed for change teams and change leaders. Foremost amongst these are techniques for the creative engagement of groups and shared learning. Successful transformational change is always a tailored undertaking, and change agency, which is people-powered collective commitment that transcends the team or organisation, needs to flow to the point of need through shared, distributed, and inclusive leadership.
