ABSTRACT
The final chapter explores the need for internal change within the development industry to effectively address the religion–gender nexus. Development theory itself is currently more concerned with the change development brings to others than how change happens within international development organisations themselves. This chapter considers the opportunities and challenges of practitioners to accelerate change within their own organisations. The chapter considers recruitment processes as a key vehicle for transforming power imbalances and ensuring inclusive working environments. The chapter includes examples of change agents in Mexico, Indonesia, Lebanon, India, and the United States.
