This article provides a case-study example of how Extension administrators may help their organizations advance toward institutionalization of change and restructuring through systematic participation of agents and specialists in change assessments. Citing two change assessments in the Alabama Cooperative Extension System, this article offers a framework Extension administrators can adopt to decrease resistance to organizational changes. Action steps are discussed in terms of identifying specific changes resisted and embraced by Extension stakeholders. Though this participative approach does not guarantee complete acceptance of changes by organizational stakeholders, the approach can help evolving Extension organizations advance toward sound institutionalization of changes.
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License.
Washington, R. R., & Fowler, S. R. (2005). Systematic Assessment of Resistance to Extension Organizational Change: Evidence from the Alabama Cooperative Extension System. The Journal of Extension, 43(2), Article 11. https://tigerprints.clemson.edu/joe/vol43/iss2/11