ABSTRACT
This case study shows how a community development model of change management may be applied to the promotion of teaching and learning in universities. In so doing, it addresses the change-agency role of university teaching and learning development centres. The description of steps in the change management process provides rich detail of what actually happened in a new teaching centre. A key point is that the promotion of teaching and learning in universities requires organisational reorientation through a process that engages the hearts and minds of staff. In short, process is as important as product. This exploration of an empowering model of change management raises analytical points about dichotomised perceptions of change, and suggests that a multi-level approach, which includes ‘middle-out’ change, may be a useful conceptualisation of educational leadership to effect change in teaching and learning in universities.
