This paper explores implications of certain papers presented at the 2003 conference of HERDSA. Of particular interest is the unique characteristic of the higher education teaching environment that impact on change and innovation. We considered the situation at a particular institution as well as the national perspective of a particular discipline in New Zealand. We found that the unionised job descriptions do not explicitly support change and innovation of the national academic discipline they are participating in. We also found that staff members of the institution surprisingly do not have specific requirements from their leaders in the institution about change and innovation. We conclude that administrative systems and communications could be improved to organize for performing and leading change and innovation. While working to improve resource allocation, we recommend that institutions simultaneously work around the constraints that many departments experience by creating an environment that is more favourable for change and innovation by teaching staff.

Keywords: Change; innovation; action learning; reflective practice; leadership; management.