Roles of the Change Agent

What is a Change Agent?

Robbins defines a change agent as a person who acts as catalyst and assumes the responsibility for managing change activities. Gibson et al. see a change agent as a person or group who enters an ongoing organisation or part of the organisation for the purpose of facilitating the process of change. Ivancevich et al. describe a change agent as an individual or team of people whose main responsibility is to initiate, suggest and even force change efforts within an organisation.

Click here to view a video about the change agent.

Types of Change Agents

Change agents can be managers or non-managers, employees of the organisation or outside consultants. Gibson et al. distinguish between the following types of change agents:

External change agents: External change agents can be considered as temporary employees of the organisation because they are only engaged for the duration of the change process. External change agents can come from universities, consulting firms and training agencies. Many large organisations also have specialists at central offices that take temporary assignments at line units to assist in planning and implementing a change process. Once the assignment is concluded, they return to head office.

Internal change agents: The internal change agent is an individual working for the organisation who knows something about its problems. Internal change agents include newly appointed managers (“the new broom”), who expects that change is required to turn around performance. New managers are often appointed with the expectation that they will be able to change things for the better. Senior executives are also often looked at as change agents. It is important to note however that ordinary employees can also take up the role of internal change agents.

External-internal change agents: A combined team of internal and external agents can be used to intervene and develop change programs. This approach attempts to use the resources and knowledge base of both internal and external change agents. A designated individual or small group within the organisation serves with the external change agent to spearhead the change effort.

Each type has certain advantages and disadvantages. The external change agent is often regarded as an outsider with little or no knowledge of the real problems experienced within. The external change agent may also have opposing views to those of the decision/policy makers on the problems faced by the organisation, leading to mistrust.

External change agents are also disadvantaged in that they have an inadequate understanding of the organisation’s history, culture, operating procedures and personnel. However, external change agents may have specialised knowledge in change management, and can offer a more objective perspective by refocusing the organisation’s relationship with the changing environmental demands. Internal change agents, especially those who have been with the organisation for many years, are often more cautious because they fear offending long-term friends and associates. As a result, their change efforts are often not focused or effective.

Internal change agents are also often viewed as being more closely associated with one unit or group of individuals than with any other. This perceived favouritism leads to resistance to change by those who are not included in the internal agent’s circle of close friends. The intimate knowledge of the history, culture, operating procedures and personnel, however, puts the internal change agent in a strong position to initiate change.

The combined external-internal change team seems to have an excellent chance for success, due to the outsider’s objectivity and specialised knowledge coupled with the insider’s knowledge of the organisation and its human resources. This blending of knowledge often results in increased trust and confidence among the parties involved.