ABSTRACT
No one could have predicted in the early spring of 1993 that a short series of consultative workshops in support of ‘Plans for Change’ would have resulted in the emergence of a people’s movement for change which rolled out spontaneously over another three years or so. How did this happen? The answer I believe is that the organizers were prepared to let go of the reins of control and see what happened. They had trust in the staff of the University and were convinced that they too had the future success of the University in their hearts. An opportunitistic approach developed whereby ideas or suggestions which arose were either rejected or built upon in an unplanned, self-organizing fashion.
