Dispersing change agency in high velocity change organisations: issues and implications

Abstract

Across the UK organisations are experiencing high‐velocity, discontinuous, radical change scenarios. As part of their strategic response, many are introducing more flexible and empowering structures and cultures. One outcome of this strategy has been the dispersal of change agency to a more diverse “cast of characters”. Traditional models of the singular, mandated change agent are now juxtaposed with the notion that “everybody is/can be a change agent”. Reveals some of the wider issues associated with change agency dispersal. Argues that the dispersal of change agency to a wider “cast of characters” creates strategic risk for organisations and has implications for strategic leadership and the way change agents are managed in the future. Discusses some of the dilemmas facing those seeking to control and manage change agents. Concludes with a discussion of the theoretical and practical implications facing those who have responsibility for managing those who find themselves cast in the role of “change agent”.

Citation

Doyle, M. (2001), "Dispersing change agency in high velocity change organisations: issues and implications", Leadership & Organization Development Journal, Vol. 22 No. 7, pp. 321-329. https://doi.org/10.1108/01437730110404951