New MRC Case Study Examines Barriers to Organizational Change

The Mentoring Resource Center has released another in our series of case studies that profile mentoring programs from around the country. In this latest issue, the MRC took a different approach: examining not only how a local mentoring program overcame a challenge, but also the role that an outside catalyst — in this case an MRC consultant — played in helping the program recognize a problem and make needed changes.

So it's kind of a case study demonstrating how technical assistance that is focused on facilitating meaningful change can help improve a program’s circumstances for the better, and how the leadership at a mentoring program can use such outside support to make tough decisions and rise to the challenge of setting a new course.

The case study was authored by Craig Bowman, one of our premier MRC consultants (who I'm sure many of you in the field have worked with or met). Craig kept the program profiled anonymous so that he could share more details about the issues and decisions that can face a mentoring program in the midst of significant struggle. I think organizations of all types and sizes can learn from this first-person account of the change process in action.

You can download Why Don’t We Like To Change? Helping Organizations Chart a New Course for Future Success here: http://www.edmentoring.org/pubs/change_study.pdf