1 / 24

Change Management in Research Administration:

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

abiola
Download Presentation

Change Management in Research Administration:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Change Management in Research Administration: Jennifer Wisdom, George Washington University Barbara Inderwiesche, University of California – Irvine Implementing Systems, People, and Culture Change

  2. 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

  3. What is change management? • Positioning • Acknowledging • Identifying • Mitigating Change management is NOT: • Training • Telling “good” stories • Project management

  4. Important factors in organizational change

  5. 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

  6. Organizational culture and climate • Organizational champion • Capacity to change • Financial incentives to change

  7. Individuals’ attitudes toward intervention and toward change • Cultures, norms, mindsets • Barriers to change

  8. Similarity to current practice • Relative advantage • Complexity • Observability • Fit with users’ norms and values • Trialability • Feasibility

  9. 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

  10. 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

  11. 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

  12. 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

  13. 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

  14. 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!

  15. 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

  16. 5. Implementation • Start date • Reinforcement • Pilot • Training (multi-method, materials available)

  17. 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

  18. 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

  19. Example 1: Kuali Coeus Implementation

  20. 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

  21. Example 2: Decentralization of Research Administrative Staff

  22. 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

  23. Examples? Questions? Comments?

  24. 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

More Related