Abstract
This paper explores the attempts of a government supported accountancy college to bring about change. The quest for change was necessitated, in part, by the sudden departure of the founding Executive Director. The paper looks at this, and how his successor then tried to bring changes as an attempt to maintain the reputation of the college as a premier plus college. In an attempt to understand the process of change better a Kurt Lewin's Force Field, Group Dynamics, Action research and the 3-step model were evaluated in order to establish whether they would not have been valuable to be followed by the college's executive management in trying to bring about change. Most importantly, the author has borrowed significantly from the analysis on Kurt Lewin change models by Burnes (2008). The paper concludes by attributing the major causes for the failed change management strategy as inability by the college to come up with: a suitable strategy, a structure and developing the requisite skills within the organization to help drive the change. Furthermore, the report uses pseudonyms to protect the reputation of the institution and its employees since some of the information is sensitive.>>>Change Management:Challenges faced by the Institute of Learners and how Kurt Lewin theories could help
