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    Making Change Happen in the Middle

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    Author
    Robert Farrell
    Affiliation
    Lehman College, City University of New York
    Issue Date
    2013
    Keywords
    libraries
    librarianship
    change managment
    leadership
    entrepreneurship
    innovation
    strategic planning
    institutional cultures
    institutional memory
    middle managers
    middle management
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    Citation
    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.
    Journal
    JLAMS, the electronic Journal of the Leadership and Management Section of the New York Library Association
    URI
    http://hdl.handle.net/10150/299589
    Additional Links
    http://www.nyla.org/images/nyla/documents/JLAMS_12_13V9N2.pdf
    Abstract
    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.
    Type
    Article
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