ABSTRACT
The management of change across a whole institution is never easy. Managers often have an important role in facilitating change, but theirs is by no means the only one. They certainly cannot bring about effective change without the involvement of others, nor are they necessarily the key people in initiating it. Ironically, change is often made more difficult because managers concentrate on trying to get other people to change, not realising that they may need to begin by changing their own management strategies-and probably also some aspects of organisational structure. In the light of this, we hope that the experiences described in this chapter will be of interest not only to managers-whether they be in schools or university departments-but also to those lower down in the organisational hierarchy who can carry change forward much more easily if they develop skills in ‘managing their managers’ (sometimes known as ‘upward management’). Our particular concern here is the introduction of information technology across a whole institution, but the approach to managing change that we describe is also applicable to other innovations, including the difficult, but all too familiar, situation when many innovations are being introduced at the same time.
