Universities face a critical crossroads, in need of swift, targeted, and efficient actions to address future challenges. This necessities a strategic approach to updating and assessing engineering design education. Efforts to improve teaching and learning require systematic change in many universities, yet research on structuring such change is scarce. Few studies have combined a systems perspective with a functional operational level. This research embeds design thinking to structure to isolated actions. Drawing from an extensive literature review of educational change frameworks and several illustrative cases, this article demonstrates the potential of design-driven change. It highlights how dynamic interrelations can facilitate educational transformations across diverse academic levels. By presenting an educational ecosystem as a framework for systematic educational change, design thinking functions as a catalyst for educational transformation. The article also presents case findings that strengthen supportive actions ingrained in existing change research frameworks connecting, them to a transparent approach for sustainable and careful decision-making.

This paper explores the role played by a Human Resources (HR) department orchestrating culture change during the merger of two large State departments with dissimilar cultures. A 2-year case study determined what HR strategies were having the greatest impact on embedding new organisational values to produce a more flexible culture and how these practices could be accelerated. This paper indicates how a more strategic approach by HR departments can support and develop relational managing capability that accelerates cultures change towards a more flexible work environment.

This paper describes the context of the change process, the relevant literature, and outlines the research process. The findings from the phases of the data collection are summarised revealing the traumatic perceptions of the change process, but also the instrumental actions of some managers, working creatively with their teams to tackle new tasks and projects. The evidence suggests that these informal practices of task allocation were at the core of change agency in this case study and put the new flexible organisational values into action. The findings illustrate how the organisation moves from valuing managers for their technical competence to valuing managers for their relational competence.

The paper then discusses what strategic HR actions were accelerating this process and illuminates the critical role of building managers as change agents. The paper concludes by confirming the need for a strategic approach by HR during organisational change. Building manager capability and supporting informal change agency practices is presented as a core focus for HR during such organisational cultural change programmes.

This paper argues that change practitioners could benefit from expanding change communication strategies to allow for the emergence and use of multi-genre change stories in place of minimalist storylines. We argue that minimalist storylines do not acknowledge the polyvocal view of change that has been discussed in storytelling theory or engage with multiple modes of understanding and suggest that change agents adopt a multi-genre approach to storytelling to address this gap. Drawing from Quentin Tarantino's movies Kill Bill 1 & 2 as an example of how stories can be constructed, this paper proposes that the use of multiple story genres increases the likelihood of audiences finding a genre they can relate to, thus increasing better audience reach. Findings suggest that existing change narrative types can be viewed as genres of organizational change and added to change agents' repertoires to make change communication interventions more appropriate and appealing to employees. While our paper aims to provide a conceptual way forward for change agents, we acknowledge that change agents need to engage with living stories in the future. Living stories recognize the multiple loose ends developed from past and present change experiences that can be used to construct new stories, which are more likely to transform organizations and acknowledge the unfolding nature of change.

Conventional agriculture systems of production often lead to environmental degradation, economic problems and even social conflict. The efficacy of agriculture systems conducive to the economic, environmental and social sustainability of farming operations has been demonstrated, yet the adoption of sustainable agricultural practices is not widespread. This qualitative study is based on a web-based survey instrument designed to elicit the barriers to adoption of sustainable agriculture practices (SAP) perceived by a positional and network sample of 269 change agents working with farmers in the US South. The analysis examines the general proposition that reluctance to change to SAP is an overused rationale of change agents that tends to mask real barriers that we endeavor to elicit in the survey. It was found that despite having support from technical assistance providers, farmers are rarely adopting SAP. Change agents often are not well prepared to attend to farmers' needs regarding SAP, particularly the needs of specific farming situations. Thus, farmers often struggle to obtain accurate information about the benefits of SAP. Government support programs often fail to encourage adoption due to lack of funding, inappropriate design and ineffective targeting of incentives. Reluctance to change is frequently mentioned by change agents, but more as a way of blaming farmers for nonadoption than explaining the often tangible reasons for their behaviors. Social barriers, land tenure, infrastructure and incompatibility are other significant impediments to adoption. Strategies such as improved management of the existing information, careful design of economic support programs and extension efforts addressed to change agents themselves could help overcome some of the barriers identified by change agents.