This is the report of a study into educational change. The purpose of the investigation was to observe and analyse an example of a system-wide policy change through an intensive and disciplined case study, in order to develop a theory about the implementation of a particular change process and use that theory to account for the way the observed change process proceeded. Although change and how it was achieved in a large, complex bureaucratic organisation was the primary focus for theory development and understanding, the role of the management personnel in the change process was also of interest. The introduction of performance management (in particular, promotion-by-merit within the Western Australian Ministry of Education) was the change example under consideration. In contrast to the traditional way-of-studying-educational change, the present study adopted a participant observation case study using a grounded theory approach (Glaser and Strauss, 1967), because of its use in a previous study (Heaven, 1987) and in addition, the literature review indicated a lack of grounded theory studies in this area. Grounded theory is not the only methodology which can generate theory grounded in the data. However,it does ensure that a well-connected and comprehensive theory will emerge and that the theory which does emerge will be clearly and demonstrably grounded in the data from which it derives. Seven major factors or categories were identified from this grounded theory study. These factors included values, antagonists, ethos, infrastructure, equivocation, communication and culture. Five models of change were developed. / The first model was developed by analysing the literature using grounded theory methodology as a metaphor and the literature was mapped in a way which had not been done before. The result was the identification of eight 'categories' of findings in the literature,which, taken together, constitute an emergent sense of a 'theory' of educational change. The second and third models focused on the implementation of the specific policy change examined. The fourth and fifth models were developed as generic models of change implementation which, it is suggested, may be applicable in varying degrees to other comparable change implementation situations. The five models developed in this study provide managers with relatively simple ways of conceptualising a complex process- and provide a set of reference points or stages for action. Recommendations for further research include the application of grounded theory methodology to the totality of the literature on educational change, further investigation of the role and importance of an organisation's culture and its values in the implementation of change, and further study of the role played by illusions in the change implementation process.

This thesis explores two problems: (1) how early childhood teachers can manage professional development and change in their own settings, and (2) how to create a thesis. Both facets of the thesis emerge from the professional development in Active Movement that the teachers and I co-constructed at our early childhood centre between April 2005 and June 2006. This thesis sets out to test the main idea that having a theory of change for teachers' professional development can help teachers negotiate complex change and craft their own professional development solutions. It uses stories as a key facet of its methodology and presents stories of professional development and change related to five inter-weaving learning journeys. The learning journeys relate to (1) my learning journeys as a professional development coordinator and (2) as a researcher, (3) the overall learning journeys and (4) & (5) teachers' collective learning journeys to implement two different but related practices in Active Movement. The stories provide a range of professional development solutions and change at individual and collective levels from which different theories of change can be derived. From these stories, I identify three theories of change as well as the complex changes we negotiated and the professional development solutions we crafted. In identifying the theories of change, the complex changes and the professional development solutions, this thesis supports the main idea and argues that teachers can develop a theory of change to manage professional development and change in their own settings. This thesis argues that a theory of change is a set of strategies that address the local conditions. It suggests that the process of developing a theory of change can include articulating local conditions and creating strategies that support and guide the change in ways that address these local conditions. It also suggests that recognising what counts as local conditions and strategies can help teachers develop their own theories of change. In creating the strategies to support the change effort, it is important to identify the purpose of the strategies, their underlying values and relationships, and the day-to-day realities that constrain the change effort. At the same time, it is important to identify how different strategies inter-relate to help us manage the tensions that can arise from these relationships. This thesis argues that theories of change can include multiple and embedded theories of change, that we can create theories of change as plans or explanations of change or as dynamic theories of change that emerge from the inter-play between plans and explanations. This thesis also argues that there are different ways to articulate our theories of change and that there are limits to the extent to which we can or should articulate them. It also argues that the theories of change we create and use for our change efforts depend on the nature of the change. A theory of change that embodies the process of emergence is useful for managing professional development and change efforts that have a high degree of complexity and uncertainty and whose end goals are initially unknown. This thesis also suggests that creating the role of a professional development or change coordinator can help centres manage the knowledge used and created in the professional development or change effort in ways that benefit individuals, groups and the centre. This thesis also argues that (1) the thesis investigation is my personal professional development and represents my learning journeys to create a thesis, (2) the thesis report constitutes a theory of change for the thesis investigation, and (3) the thesis is experimental in the way that it is reported. This thesis proposes other possible investigations related to the idea of theories of change; (1) to develop an Active Movement community of practice within the wider early childhood sector, and (2) to investigate the role of theories of change in everyday teaching and learning. Finally, it uses the notion of value creation to suggest ways to create added value for the teachers and the Centre, for Sport and Recreation New Zealand and for myself.

Communication is inextricably linked with the process of organisational change (Lewis, 1999). However, managers report that communication of organisational change is challenging, particularly with the advent of continuously changing organisations (Buchanan, Claydon & Doyle, 1999). Continuously changing organisations are those that seek to be more flexible, more innovative and more responsive to the dynamic external environment. One of the problems associated with continuous change is the resultant impact of successive downsizings, re-engineering efforts and culture changes on employee receptivity to change. Despite the unquestioning adoption of continuous change efforts (Zorn, Christensen, & Cheney, 1999) there is a paucity of research on communication during this type of change. This thesis addresses this knowledge gap by situating the research within a continuous change context. The primary research question is 'how do change communication models impact on employee receptivity to change within a continuous change context', and this question considers issues pertaining to how accurately previous change communication models reflect and explain what occurs within change processes. This topic is examined within two case-study organisations through the use of multiple methods. The analysis occurs through an interpretive framework and utilises Langley's (1999) alternate templates as a strategy to manage the process based research. A model of change communication during continuous change is presented, with the central constructs of the model being monologic change communication, dialogic change communication and the background talk of change. Further, Van de Ven and Poole's (1995) Process Theories of Change are extended to consider the sequencing of the three constructs. The findings suggest that the sequencing of the dominant change communication models is informed by an alignment of individual communication competences and change communication expectations.