ABSTRACT
At the heart of all change processes are people: people learning to lead and respond to the need to develop new ways of working. What then are the cornerstones of this practice? This concluding chapter reviews the chapters in this book to draw some key lessons about delivering and leading educational change. The chapter is divided in three parts. The first part reviews the established and innovative models of change to be found in the book. The second part analyses the key features of successful leadership to conclude with a final third part on the meaning of educational. In sharing their experiences of those leading change from a range of roles and spaces the authors and international respondents provide us with insights in the challenges, solutions and pitfalls in the current higher education context. Common to each chapter is the notion of critical reflective collective leadership practice: the art of creating safe and inclusive environments able to reflect both in and on action, to bring to bear the fruits of collective organisational learning through and from experience, to examine assumptions to become more self-aware leaders and change managers.
