This paper seeks to provide library managers with a theoretical framework for thinking about how change is effected by those in middle management positions. Starting from the principles that change takes place within socio-culturally bounded contexts and is most successful when approached indirectly, two scenarios characteristic of many situations requiring change middle managers commonly face are then put forward. Following each scenario, a possible solution or path towards change is advanced in order to provide the reader with models for putting into practice the theoretical ideas presented. A methodology that combines theoretical frameworks and practical scenarios is adopted in order to ground theory in practice and thereby lead readers toward what might be called a “praxis” of change making.
| Identifer | oai:union.ndltd.org:arizona.edu/oai:arizona.openrepository.com:10150/299589 |
| Date | January 2013 |
| Creators | Robert Farrell |
| Contributors | Lehman College, City University of New York |
| Source Sets | University of Arizona |
| Detected Language | English |
| Type | Article |
| Relation | http://www.nyla.org/images/nyla/documents/JLAMS_12_13V9N2.pdf |
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