4 metaphors for change help us 'characterize' how change is perceived in an organization. The metaphors can help us understand the need for change, and the scope and nature of the change. More importantly, they give us a sense of perspective about the change. Beyond the metaphors, there are many models to help rationalize change and the responses to it within an organization.

The change agent lives at the intersection of understanding (metaphors) and action (models).

In my life (at NAIT) we are undertaking a curriculum review. It is a long, detailed process that involves seemingly endless committees and meetings, and will produce a new framework for course and program outcomes. For my part I see it as both a 'machine' metaphor and a situation of transformation and flux. My frustration with the process makes me lean towards the machine metaphor - the inevitable, and sometimes unmovable nature of change pushes my 'sanity' into a corner and the only way to 'get through' is to work within the rules of the machinery.Resistance is futile.On the other hand, I also have a higher view of it in which I recognize not only the need for change, but the influences that positive and negative forces can have on it (transformation and flux). This view helps me to become more 'objective' - to escape the 'monotony' of the machine metaphor.

What is YOUR change metaphor? This is an opportunity for you to discuss howyousee change. Think of a situation - a 'change' in progress (or maybe something planned). You can use an example from work, school, life, or anywhere.

Is there an image that comes to mind when you think of the change? Is it positive or negative? Will it be easy, or challenging? Will it work, or is it a futile effort? Is the change a simple, logical process, or is it an imaginary landscape filled with hidden perils? Use the metaphors from chapter 3 to help define your view of the change. Use one (or more) of the various models to discuss how the change might be 'managed' or implemented (even if you're not the one doing it).