ABSTRACT
Robert Janes’ account of Glenbow – seventeen years after its first telling – remains the most incisive published account of organizational change within a museum context. Partly, this is because Janes’ telling is honest, open and reflexive, but also because discussion around organizational change within the museum field remains poorly developed. What the Glenbow experience and Janes’ telling of it show us is the complex, messy business of real life organizational change. What we still struggle to understand and explain are the processes of organizational change and how we might manage and deal with them.
