Developing teaching and changing organisational culture through grass-roots leadership

Abstract

Much of the literature relating to organisational change within academic departments focusses upon the role of the academic leader in creating an appropriate environment and process for change. Often scant attention is paid to the role of other individuals in impeding or facilitating change. This paper provides a case study of teaching development and change based in considerations of organisational culture as conceptualised by Schein (1985). It details the strategies used by a small group of junior academics to challenge the existing organisational culture and, through a focus on teaching improvement, achieve personal reward, organisational growth and the creation of a new but complemtary organisational culture. From the case study is drawn a list of key factors of relevance to academics or staff developers interested in initiating or supporting a grass-roots movement for change.