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Change Management in Research Administration:. Jennifer Wisdom, George Washington University Barbara Inderwiesche, University of California – Irvine. Implementing Systems, People, and Culture Change. Learning Objectives. Prepare for and structure institution-wide change activities
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Change Management in Research Administration: Jennifer Wisdom, George Washington University Barbara Inderwiesche, University of California – Irvine Implementing Systems, People, and Culture Change
Learning Objectives • Prepare for and structure institution-wide change activities • Identify needs of target groups • Understand common communication tactics used to manage resistance • Foster collaboration between all stakeholders • Successfully implement an institutional change • Manage change on an institutional level • Identify how to sustain changes
What is change management? • Positioning • Acknowledging • Identifying • Mitigating Change management is NOT: • Training • Telling “good” stories • Project management
Policy • Change in research administration may occur “top down” resulting from policy (e.g., FCOI) • Change may occur “bottom up”, resulting in policy (e.g., implementation of Kuali Coeus) • Policy can set parameters for the change to be conducted
Organizational culture and climate • Organizational champion • Capacity to change • Financial incentives to change
Individuals’ attitudes toward intervention and toward change • Cultures, norms, mindsets • Barriers to change
Similarity to current practice • Relative advantage • Complexity • Observability • Fit with users’ norms and values • Trialability • Feasibility
Common Steps for Institutional Change in Academic Research Administration • Preparation • Identify need for change • Structure change activities • Foster collaboration between all stakeholders • Implementation • Manage change on an institutional level • Sustain changes
1. Prepare for institution-wide change activities • Cultivate readiness, not resistance • Assess organizational readiness • Other campus-wide change activities? • Is campus able to absorb more changes? • What is the current climate? • Identify leaders and challengers • Identify target stakeholders
2. Identify needs of target groups • Create a shared need • Write business case • What are costs of not changing? • (Conduct interviews, surveys) • Use discussions of needs to continue to build enthusiasm about project and identify potential challenges
3. Structure institution-wide change activities • Identify Project Manager • Create leadership teams, project teams • Shape the “vision” • Focus on solutions, not problems • Key phrases • More of/Less of • Elevator Speech
A few tips for overcoming resistance to change … • Mobilize commitment • Identify influence agents (regardless of title or rank) …and those who are the opposite • Understand first to then manage resistance • Develop influence strategy • Key constituents • Technical-Political-Cultural analysis • Communications
Resolving Differences and Conflict • Understand their position (listen first) • Explain your position • Seek common ground • Try another tactic! Reasonable people find it hard to resist a person who honestly wants to hear and respect their legitimate professional opinion. • Demonstrate this respect, and enlist a supporter!
4. Foster collaboration among all stakeholders • Who are the stakeholders? • Who serves most to gain • Who can help/who can slow or hinder progress • Who will be affected in any way • Identify shared goals/benefits of project • Learn how they would like to be involved • Communicate/over communicate
5. Implementation • Start date • Reinforcement • Pilot • Training (multi-method, materials available)
6. Manage change on an institutional level • Manage up • Monitor and communicate progress (over communicate) • Honesty and appreciation • Adjust timelines as needed • Seek input formally and informally on how change is progressing
7. Sustain changes • Integration into current policies and procedures, including SOPs, instructions, sessions, etc. “new look and feel” • Enhancements based on user feedback • Refined training and training materials
Common Steps for Institutional Change in Academic Research Administration • Preparation • Identify need for change • Structure change activities • Foster collaboration between all stakeholders • Implementation • Manage change on an institutional level • Sustain changes
Example 2: Decentralization of Research Administrative Staff
Common Steps for Institutional Change in Academic Research Administration • Preparation • Identify need for change • Structure change activities • Foster collaboration between all stakeholders • Implementation • Manage change on an institutional level • Sustain changes
Change Management in Research Administration: Implementing Systems, People, and Culture Change Jennifer Wisdom, Associate Vice President for Research George Washington University (202) 994-2995 jpwisdom@gwu.edu Barbara Inderwiesche, Kuali Coeus Administrator University of California – Irvine (949) 824-4789 barbara.i@uci.edu