Managing the dynamics of second-order change : an Australian case study

This paper investigates the management of second-order change dynamics; that is, the dynamics of paradigm or schema change. Three schema change dynamics are discussed; juxtaposition-relocation, disengagement-learning, and vision-attraction. The management of these schema change dynamics is considered in the context of efforts to transform an Australian public professional bureaucracy. We argue that if reform efforts are to be successful much more attention has to be given to managing these dynamics, which, in turn, requires significant investment in developing the change management capabilities of public managers and of the organisations they manage