A networking model of change for middle managers

Abstract

Discusses the Karpin Report which suggests that the development of management skills is the key to workplace reform. To achieve a breakthrough in management skills will require a new model of learning and a new model of change for middle management. Managers will need to learn how to learn about change, particularly during the implementation phases of any programme change. Describes a model of change management which successfully integrates action learning skills in the workplace with the manager’s networking style. Briefly outlines five key elements of the “concerns‐based networking” model of change. This change model was successfully “tested” in two large organizations, through participatory action research. Uses case study data from 30 middle managers involved in various action research projects to illustrate how the networking model works.

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