| Abstract: | This article draws on the findings of a recent empirical study into the experience of managing change in ‘high velocity’, transformational change contexts. It argues that, with increasing empowerment, notions of the singular, mandated change agent may have to be juxtaposed with the idea of change being managed by a more diverse, multifarious ‘cast of characters’. If this is the case, effectiveness in change management may increasingly rest on the development and application of a systematic methodology for assessing the suitability and capabilities to perform in a change role. However, on the basis of the evidence presented, it would appear that selection decisions are being made on a largely subjective and arbitrary basis, and this may be creating wrong or misguided assumptions about an individual's suitability to perform in a change agent role. Additionally, the initial evidence suggests that the process of selection may be open to manipulation by some individuals whose personal aims and goals in the change process are not necessarily congruent with those of the organisation. This in turn may pose an element of strategic risk to the overall change process. The article then discusses some of the theoretical and practical implications facing those with a responsibility for selecting and managing the change managers. |
