ABSTRACT
This chapter reviews some of the key milestones in the development of the organizational change management literature. It explores opportunities for learning designers to serve as change agents and discusses what concrete changes the designer must make to his/her mindset in order to play an active role in the organization's change management process. Change literature is tended to be management-focused, stressing what organizational leadership should (not) do to affect change, particularly if the change is intended to be transformational. The concept of change management has been approached from a variety of perspectives. The take-aways from these perspectives are two-fold: that change should be planned, enabling those directly and indirectly affected by the change to arrive at a shared understanding of what is no longer working in the current state and why it no longer works; and that there is a need to change.
