Leading and Managing Change in Water Reform Processes Capacity Building Through Human Resource Development

Abstract

The chapter sets out by describing the highly dynamic and complex environment in which organisations in the water sector have to operate today. Section 2 shows the dynamic and consequent change as a persistent paradigm, which is in need of leadership. Leadership sets the necessary framework to adapt to these changes at an organisational level and yet remain faithful to one’s values. Steering change processes become, therefore, a core competence of leadership. Section 3 takes us on a journey into practical experience. The examples of a national and a regional water agency show typical patterns of reaction to change. It shows gaps in management and leadership that can be addressed by capacity building.