Managers and leading figures in companies are seen as moral actors according to Schneider et al., thus being a change agent will involve them exerting a degree of control to transform relations, relating to social influence. Utilising these key figures means using their leadership as a social identity management tool to mobilise and direct the followers’ energies  (Steffens et al., 2014). Their four-dimensional model should be used, allowing the senior figures to ensure that social identity groups are made visible to outsiders whilst working towards a shared goal. At a group level, I must ensure that I create a sense of us; during field-work we found that our most valuable resource was the group co-operation; this is essential to transfer into my new change project.Moreover, Open Space Technology is a first-rate meeting system for any situation in which there is a real issue of concern. I believe that using this resource will provide a forum by which male and female employees can ‘catalyse effective working conversations’ surrounding the various issues that concern them (The Art of Participatory Leadership Workbook, 2013, p41). Monetary investment will also be required to facilitate these working conversations alongside advancing the women’s development initiatives. Due to the extent of the change, there will be a mountain of challenges that could be faced along the way. Beginning with internal challenges, as someone who has spent little time in the workplace, I have lack of knowledge about the ‘ins and outs’. Furthermore, I am not in a hiring position, subsequently must use my internal and external resources to persuade people of the change. This involves swimming upstream (Van de Ven and Sun, 2011)  against the resistance as this issue is possibly not something that concerns others; they may believe that things are running smoothly as they are. It is evident that I stress under pressure (Sondhi, 2018, p.3), therefore copious amounts of pressure could create high levels of anxiety. This will not be conducive to the transforming environment. Moreover, tempered radicalism has the potential to arise due to tension between the status quo (keeping the high number of males in THG) and alternatives (introducing more women). Meyerson and Sculley (1995) discuss the notion that women have often become discouraged by feelings of deceit as they try to fit into this dominant culture, in this situation trying to fit into a male dominated division. Thus myself or other women could flee the institution because we are exhausted of being undervalued and secluded. External challenges include senior leaders and managers not being persuaded by the central and peripheral cues (ELM). For the change to take place it must start from here; if they do not agree with the change there could be lack of funding and social influence. Thus if the social identity groups do not become salient, this can prove problematic for the change project’s success (Haslam et al., 2013). Breakdowns could occur whilst implementing this change; breakdowns are perceived incongruities between the change process we observe in an organization and our mental idea of how it should develop (Van de Ven and Sun, 2011). Often, people do not react positively towards change because the status quo is preferred. The Chaordic Path allows us to see that the innovation emergent practice stems away from the known order towards this idea of ‘chaos’ or ’emergence’. Although I believe that having more women in THG will enhance the division, employees may perceive the change as destructive, meeting it with resistance.Various motives for resistance exist; people may think that it is not necessary to have more women in THG is earning enough money presently. Some may believe that women are in fact inferior at working in the Sports division or in senior leadership, thus will try and resist. Collinson argues that “resistance by persistance” can be effective if they refuse to take part in the proposed change proposed (Knights, Nord and Jermier, 1994). Fleming and Spicer (2003) claim that “disidentification” with organisational values enables workers to distance themselves. They work at a ‘cynical distance’, however this doesn’t fundamentally challenge working practices. People could promote unofficial group norms that subvert the change process I am implementing. Moreover, if people don’t react positively to change anyway, it could be particularly worse if the change is coming from someone who is not “one of us”. When instigating, I will not be well known within the organisation, thus could be met with more resistance due to being an ‘out-group’. In conclusion, we have been able to understand the change project that I desire to implement alongside the resources that will be used and the challenges that will be faced in the process. Gender gaps are a very current topical issue facing not only organisations but society; starting to increase the number of women in THG will create beneficial spill-over effects into other divisions alongside maximising chances of more women rising into senior positions. Having more women in THG will provide innovative ways of working with clients, aligned with ME’s vision. For me, the change will impact me personally by aiding in shaping my career path and social identity groups that I will work with. Although the propositioned change is a small step, as Armstrong (1969) proclaimed, I believe it will be  “one small step for women, one giant leap for womenkind” (Launius, 2018).