1 / 28

Supporting Critical Thinking and Organizational Change: Lessons Learned in Trailblazing

Supporting Critical Thinking and Organizational Change: Lessons Learned in Trailblazing. Inaugural i2a Institute May 29, 2009 Patricia Payette, Ph.D. Welcome and Agenda. Supporting organizational change: are you a change agent? I2A: What kind of change are we talking about?

december
Download Presentation

Supporting Critical Thinking and Organizational Change: Lessons Learned in Trailblazing

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. Supporting Critical Thinking and Organizational Change: Lessons Learned in Trailblazing Inaugural i2a Institute May 29, 2009 Patricia Payette, Ph.D.

  2. Welcome and Agenda • Supporting organizational change: are you a change agent? • I2A: What kind of change are we talking about? • 9 Lessons learned & organizational change principles

  3. Ideas to Action: The basics • Ideas to Action (i2a): Using Critical Thinking to Foster Student Learning and Community Engagement is our Quality Enhancement Plan (QEP). • Part of our accreditation report to SACS-COC to demonstrate our ongoing commitment to student learning • Our 10-year initiative we created to renew our focus on critical thinking and community engagement and the undergraduate experience.

  4. Call to action at UofL “Our extensive consultation with all University constituencies yielded a surprisingly strong and clear call for education focused on the skills and knowledge needed to deal with real-world issues and problems, an education in which students can see the importance of the parts (the courses) to the whole(their education as citizens and workers).” [QEP Report, 2007] skills and knowledge real-world issues & problems the parts to the whole http://louisville.edu/ideastoaction/files/finalreport.pdf

  5. Critical Thinking Model Adopted for i2a Richard Paul-Linda Elder model • Agreed upon by all reviewers (virtually perfect inter-rater reliability) • Most comprehensive (many ‘models’ merely narratives) • Discipline neutral terminology • Provides a common language/terminology for discussing, modeling and measuring critical thinking that can be readily applied to all disciplines • Has a wealth of discipline specific resource materials http://www.criticalthinking.org

  6. i2a Engagement Campus-Wide • i2a informational sessions and workshops • Departmental and individual consultations • Faculty Learning Community • Collaborative Learning Community • I2a Institute • I2a Day and Lights, Camera, i2a • Culminating Experiences Faculty Projects • Ongoing campus collaborations (Office of Community Engagement, Division of Student Affairs)

  7. I2a: what kind of change?

  8. Examples of Organizational Change Models • Structural Inertia Model • Kurt Lewin's Equilibrium Model • Constant Adaptation Model • Gleicher’s formula • ADKAR model • Change Management Continuum Model • Transformational Leadership • Cultural Indicator Tree Model • John Kotter’s principles for “Leading Change” • (Adhikari) • Lachiver and Tardis’ “Fostering and Managing Curriculum • Transformation and Innovation” • Eckel, Peter, Green, Madeleine, Hill, Barbara, (2001). On Change V: Riding • The Waves of Change: Insights from Transforming Institutions,

  9. Develop a strong, diverse, core leadership/advisory team i2a Lesson 1 • i2a Task Group • i2a staff team • Delphi Center for Teaching and Learning • UofL Division of Undergraduate Affairs

  10. Strategic Leadership • Establish strong and forward-looking leadership that is acknowledged and accepted by the faculty • Leaders need to positioned to rally individuals around a collective mission • Leaders need to be backed by the establishment and maintain a climate of confidence • Leaders must convey an educational vision and explicit guiding principles (Lachiver and Tardis)

  11. i2a Lesson 2 Involve stakeholders from across institution: faculty, staff, administration, students • Departmental representatives • Task Group and Subcommittees • Get students involved • Office of the Provost • Delphi Center for Teaching and Learning

  12. Form a Powerful Guiding Coalition • Create a strong cohort to stakeholders from across your organization • Consider opinion leaders, “early adapters” and key relationships (Kotter)

  13. Lesson 3 Establish early partners and collaborative projects with like-minded colleagues • Office of Community Engagement • Individual faculty and academic departments • Individual faculty (Faculty Learning Communities) • Student Affairs, Academic Affairs, Student Services • Other QEPs with similar themes

  14. Empower Colleagues to Implement Change • Create structures to “grease the wheels” for change behaviors • Put incentives and rewards into place • Identify and remove obstacles (Kotter)

  15. Lesson 4 • Take time to build a solid foundation: Focus on process • Scaffold project deliberately: • Spring 2007-SACS visit • Fall 2007-Critical Thinking Model • Spring 2008-Assessment Outcomes • Fall 2008-Culminating Experience • Spring 2009-Student and faculty projects • 2009:Revisit original i2a plan

  16. Strategic Planning (Lachiver and Tardis) Your plan needs to reflect the realities of the size and scope of initiative you are undertaking. Develop timeline, budget, personnel guidelines and programmatic structure required to support the change. Invite stakeholders and collaborators into your work and establish benchmarks for success (for them and for you). Document your change work and adjust structure as playing field shifts.

  17. Lesson 5 “Keep the vision”: Underscore central core concepts of your change agenda • Central Messages in all presentations and materials • Connect to the University’s mission and strategic plan • Enhance the undergraduate experience • Scope: 10 year integration plan • A fluid approach • Informed by research

  18. Communicate Vision • Create a Vision for Change • Must communicate in central messages/under 5 minutes • Vision must describe the big-picture future • Communicate the Vision • Communication needs to be consistent and credible • Core messages needs to come regularly from the top and be tied to institutional mission (Kotter)

  19. Lesson 6 • Test drive your innovation and gather data • Pilot programs with small groups of faculty • SACS says: “Start small, do it well, then expand” • Assessment data for every program • Qualitative and quantitative data

  20. Short-term Goals & Consolidation • Establish Short Term Goals • Need to have short-term goals within 12-24 months of vision implementation • Balance need for long-term commitment with celebrate of short-term wins Consolidating Improvements and Producing Still More Change • Keep the energy flowing by creating new change agents, projects, themes • Use momentum to change systems, structures and policies that don’t meet the vision (Kotter)

  21. Lesson 7 • Close the information loop • Annual Report and Executive Summary • Website and info flyers • University Publications • Feature articles • Video testimonial • University Presentations-Lunch & Learn, Part-Time Faculty Institute, Celebration

  22. Guiding documents and regular communications Seminal Documents and Periodic Updates • Make your change process transparent and make work public and clearly documented • Produce seminal documents to guide your work and engage key people, inform thinking • Provide periodic updates on change process and project status (Eckel, Green and Hill)

  23. Lesson 8 Invest in staff, resources and development activities for success • Invest in human and capital resources (books, equipment, etc.) • Incorporate developmental activities for staff and others (conferences, training) • Time investment: Weekly i2a meetings • Track budgets and investment carefully (cost share when you can) • Document your process • SUN grants for faculty and units

  24. Investments to Support the Change • New budget line for change agenda, including new staff, offices, etc. (accountability and speaks of priorities) • Invest in activities and development programs • Supply materials & funds to support the change • Find creative ways to access funds (Eckel, Green and Hill)

  25. Lesson 9 Attitude is everything: be flexible, learn to stretch, create excitement • Create campus excitement • Grow from challenges • Share and celebrate results (short term wins) • Name your projects/programs I2a Day and Lights, Camera, i2a

  26. Ride the Waves of Change “The path of change… [is] never linear; unexpected events and unintended consequences of predictable occurrences shaped the course of change in every institution. The [change] process took twists and turns, sped up and slowed down, and the substance of the change agendas took on new dimensions over time.” (Eckel, Green and Hill)

  27. Is your institution ready for change? Informal institutional assessment

  28. QUESTIONS? Patricia R. Payette, Ph.D. Executive  Director "Ideas to Action" Quality Enhancement Plan (QEP) www.louisville.edu/ideastoaction Associate DirectorDelphi Center for Teaching & Learning Ekstrom Library, 244 D University of Louisville Louisville, KY 40292 patty.payette@louisville.eduPh: (502) 852-5171 Fax: (502) 852-0393 \

More Related