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Abstract Managing change in extension is capitalizing on today's strengths while building tomorrow's niches. A shrinking support base, increasing competition, and rapid changes in what people need and want in off‐campus education are strong forces for change in extension programs. But inertia inherited from past success, the difficulties of changing mental habits, conflicting clientele signals, and rewards schema that give no clear signals all complicate change management. Symbiosis is needed between faculty and all levels of administration in order to find the support, and the will, to manage change constructively.
John Holt (Wed,) studied this question.