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Professor Mike Pittilo MBE Memorial Lecture

Professor Mike Pittilo MBE Memorial Lecture. Change Academy 2011. Sashaying Along The Ice Floe ! Leading Change in Universities Today 8 September 2011 Peter McCaffery London Metropolitan University. UNIVERSITY COMMITTEES AS AN ART FORM.

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Professor Mike Pittilo MBE Memorial Lecture

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  1. Professor Mike Pittilo MBEMemorial Lecture

  2. Change Academy 2011 Sashaying Along The Ice Floe ! Leading Change in Universities Today 8September 2011 Peter McCaffery London Metropolitan University

  3. UNIVERSITY COMMITTEES AS AN ART FORM How University committees avoid making decisions: John Kay’s “8 oars of indecision” • Deferral - wait until next time • Referral - to another committee • Points of order - procedural objection • The wider picture - we need to understand the context better • Evasion - we need still further detail • Ambiguity - accept in principle, but not in practice • Precedent - let’s not set one • Denial - not for us to decide

  4. EFFECTIVE MANAGEMENT OF CHANGE IN UNIVERSITIES IS DEPENDENT ON: • Knowing Your Environment • Knowing Your Institution • Knowing Your Department • Knowing Yourself!

  5. External Environment • (since August, 2008) • Global financial crisis; economic downturn • UK public debt “approaching Armageddon levels”(Audit Commission forecast) • Politics of the “New Normal”- the dearth of public money; “value for money”- “living within our means”- “doing more with less while still maintaining quality” • Funding changes - HE budget cut £1.09B (pre-May 2010); £2.9B (2010-14)- Shift of burden from taxpayer to graduate; fee cap now £9K/yr • From “a golden era” to “a new iron age” (Scott)

  6. TRADITIONAL ROLE OF MODERN UNIVERSITY • FINISHING SCHOOL: Last stage of general education • PROFESSIONAL SCHOOL: Training of elite workers • KNOWLEDGE FACTORY: Production of science, technology and ideology • CULTURAL INSTITUTION: Expression of our individual and collective sense of being • 21st Century: multiple roles – lifelong learning, knowledge transfer, international students . . . . . .

  7. THE UNIVERSITY IDENTITY CRISIS • The University: • Redundant as an “Idea”? • Broken as a Monopoly • Confronted with unprecedented change

  8. NEW WAVE COMPETITORS

  9. EXTERNAL DRIVERS CONTINUING EXPANSION OF STUDENT NUMBERS (UK AND WORLDWIDE) • FUNDING • variable fee • fund-raising • diversifying income sources • full economic costing • WIDENING PARTICIPATION • ‘fair access’/bursaries • MARKETING • positioning of HEIs • identity/’brand’ issues • HR • retirement peak • succession planning • pay framework • performance assessment • COMPETITION IN UK • alliances, collaborations and mergers • ENHANCING THE • STUDENT EXPERIENCE • teaching, learning and quality ‘customer service’ • IT E-MANAGEMENT/E-LEARNING • BIS E-strategy 15 key strategic challenges for UK HE institutions, 2011- 2014 • RESOURCES AND ESTATES • DEVELOPMENT • sustainable facilities and services • project and programme management • MANAGEMENT OF RESEARCH • evolution of RAE/REF process • research contracts & careers • academic pipeline • INTERNATIONALISATION • competition/collaboration • European research area • private universities • Bologna process • GOVERNANCE • Code and CUC Guidance • SUSTAINABILITY AND CORPORATE • SOCIAL • RESPONSIBILITY • serving broader political, social, ethical and cultural agendas • BUSINESS, REGIONAL & • COMMUNITY INTERACTIONS • ‘third stream’ • knowledge transfer, economic & social regeneration EMBEDDING EQUALITY AND DIVERSITY IN ALL INSTITUTIONAL ACTIVITIES

  10. STAKEHOLDERS IN HE SECTOR Political Fiduciary BIS Ministers, PAC, HMT DTI / OST Funding HEFCE BIS RCs/Operations LEAs, NHS, TDA, charities, EU , MoD, business Sponsors HEFCE, UUK,Guild HE, TDAs HEFCE Agency HEFCE, HESA, QAA, Ofsted, UCAS, NAO Professional GMC, ENB, Law Society, ACCA, GDC, BPS, etc. Higher Education Institutions Council / Governors Vice Chancellor Senior Management Faculties / Departments Staff UCU Students (+ parents, schools) DCFS UCAS Employers CBI, etc. Business Community RDAs, SSCs, LSs, (LSC) etc.

  11. UNIVERSITY CHALLENGE • Average size of Universities has doubled in 40 years • Greater internal organisational complexity • Greater external accountability • More volatile competitive environment • Challenge - To change or risk being overwhelmed

  12. DISTINGUISHING FEATURES OF UNIVERSITIES • the autonomy of the individual scholar • precedence of subject over institutional loyalty • the strength of tradition • the cult of the “expert”Collegiality managerialism post-managerialism?

  13. A: Collegium B: Bureaucracy Control of Implementation tight loose D: Enterprise C: Corporation tight MODELS OF UNIVERSITIES AS ORGANISATIONS Policy Definition loose

  14. “The University is a community of scholars engaged in the task of seeking truth”. Karl Jaspers, 1923 “I find the three major administrative problems on campus are sex for the students, athletics for the alumni and car parking for the faculty”. Clark Kerr President, University of California, 1958

  15. EXEMPLARS OF STRUGGLING INNOVATORS (1)

  16. EXEMPLARS OF STRUGGLING INNOVATORS (2)

  17. What is special about the climate and culture of your University? • What is special about the climate and culture of your Department?

  18. CULTURAL INQUIRY – engagement • Appreciative Enquiry • Liquid Café • Open Space • Rich pictures • World Cafe • (Framing and re-framing your institution) • (Maintaining a multiple mind-set)

  19. THE MAIN SOURCES OF ORGANISATIONAL POWER • AUTHORITY • - hierarchical relations resources • - the right to decide • legitimacy • criteria • RESOURCE CONTROL • - control over valued resources physical/symbolic - gamekeeping/allocation criteria • credibility THE PERCEPTIONS VALUES & INTERESTS WITHIN YOUR UNIVERSITY EXPERTISE- scarcity/substitutability - credibility - authenticated- relevance INTERPERSONAL SKILLS- ‘charisma’- advocacy - assertiveness- networking

  20. How powerful am I? Am I using all my political resources? • What are your political resources? Make an Inventory • What is your network of power? Make an Analysis

  21. LEADING CHANGE: SOME GUIDING PRINCIPLES • Leadership is not vested in a single great figure; it exists throughout the University • Leadership is as much about groups and teams as it is to do with individuals • Leaders are, by and large made, not born • The institutional context and leadership approach are as important as personal attributes • Effective managers can also be effective leaders and vice versa • “Leaders do the right thing, managers do things right” – Peter Drucker

  22. disengaged 20% purposeful action-takers 10% High FOCUS Low procrastinators 30% distracted 40% Low High ENERGY PROMPTS FOR LEADING AND MANAGING CHANGE.. BEWARE THE “BUSY PERSON SYNDROME”: INDIVIDUAL BEHAVIOURS

  23. FOUNDATIONS FOR MANAGING YOURSELF • We never see the world as it is, only as we are. • “I wish some power the gift would gi’e us, to see ourselves as others see us”. - Robbie Burns • “Be not another’s if thou canst be thyself”. - Paracelsus • Our “concept of self” is neither fixed nor permanent - self-ideal; self-image; self-esteem • We always have choices

  24. YOUR VALUES, MOTIVES AND BEHAVIOURS Known to Self Not Known to Self Known toothers Not Knownto others The Johari Window

  25. SUCCESSFUL UNIVERSITY INNOVATORS Common Traits in managing change: • No Magic Pill • Distributed Leadership – a quality tapped at all levels • “Art of Conversation”: a core process • Harnessing collegiality as an aspiration • Building on existing good practice (avoiding deficit models) • “Learners “as well as “Knowers” – advocates of an inquiry approach

  26. LEADERSHIP CHALLENGE 1RECOGNISING POPULAR MYTHS ABOUT THE MANAGEMENT OF CHANGE FOR WHAT THEY ARE • Change can only occur if it is driven from the top • People are resistant to change • People are rational and will react to logical and rational requests for change • New processes and systems will create the new necessary behaviours • Big changes require big actions • If it ain’t broke, don’t fix it • Cultural change is a slow and painful long-term affair

  27. LEADERSHIP CHALLENGE 2RECOGNISING THE FUNDAMENTALS IN THE SUCCESSFUL MANAGEMENT OF CHANGE • Change must presage a new model for the future • People must have a reason. Change will not succeed unless there is a dis-satisfaction with the old • Major change can be painful – resistance is normal • Change is “lumpy”: people, systems and processes change at different rates and in different ways • Change is an ongoing process, not an event • Change is unique to each institution. Celebrate your individual landmarks of success 29

  28. LEADERSHIP CHALLENGE 3 PAVING THE WAY • Begin the conversation • Open up your creative self and encourage others to do likewise • Prepare to give up power – backstage leadership • Identify, nurture and support networks and champions • Surface and test mental models held by colleagues • Defuse defensive routines and be open about your own • Establish genuine shared values and agree associated behaviours • Model expected behaviours

  29. Any questions? 31

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