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.
Farrell, Robert. (2013). Making Change Happen in the Middle. JLAMS, the electronic Journal of the Leadership and Management Section of the New York Library Association, 9(2), 4-18.