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Leading Change

Leading Change. Madeleine F Green Senior Fellow International Association of Universities 10 July 2012. Today’s Topics. A framework for change Dilemmas of change Factors shaping change Steps in the change process The role of the leader. Framework for Change. Shallow Depth Deep Narrow

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Leading Change

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  1. Leading Change Madeleine F Green Senior Fellow International Association of Universities 10 July 2012

  2. Today’s Topics • A framework for change • Dilemmas of change • Factors shaping change • Steps in the change process • The role of the leader

  3. Framework for Change ShallowDepthDeep Narrow Adjustments Isolated Change (I) (II) Pervasiveness Far-Reaching Transformational Broad (III) (IV)

  4. Transformation • Alters the culture of the institution • Is deep and pervasive (systemic) • Is intentional • Occurs over time • Requires leadership and collaboration • Requires ownership ©Madeleine F Green 2012

  5. THE IMPACT (Institutional) • Institutional culture • Institutional strategy • Allocation of resources • Structures, policies and procedures • Reward system ©Madeleine F Green 2012

  6. THE IMPACT (Individual) • Individual values, beliefs, expectations • Individual actions (how one approaches and does one’s work) ©Madeleine F Green 2012

  7. Institutional Culture • “The deeply embedded patterns of organizational behavior and the shared values, assumptions, beliefs or ideologies that members have about their organization or its work.” (Peterson & Spencer, 1991) • It’s the way we do things around here and what we believe. • The “invisible glue” that holds an institution together.

  8. Conceptualizations of Culture Artifacts Espoused Values Underlying Assumptions Schein (1992)

  9. Dilemmas of Change • How much pressure is needed? Desirable? • Big bang or stealth? • At what speed? • Meeting whose expectations? • Who participates in which decisions and how much?

  10. Factors Shaping the Change Process • External pressure (legal framework, political forces, students, council/governing board, competition) • Internal conditions • Level of recognition of need for change • Institutional history with change • Institutional interests, politics

  11. Steps in the Change Process • Establishing a sense of urgency • Creating the guiding coalition • Developing (collaboratively) a vision and strategy • Communicating the change vision • Empowering broad-based action • Generating short-term wins • Consolidating change and producing more change • Anchoring new approaches in the culture (John Kotter, 1996)

  12. 1. Urgency • People need to be convinced that change is necessary (demands, competition, quality) • Address complacency • Leader has to manage anxiety about future • Avoid blame • Create deadlines

  13. 2. Guiding Coalition • Buy-in and participation start right at the beginning • Need the “right” people on the team • Choice of team leaders crucial • Team development

  14. 3. Create a vision and strategy • Effective vision • Imaginable • Desirable • Feasible • Focused • Flexible • Communicable • Based on values and principles • Leader’s Role: Help people think differently • Outsiders’ perspectives • Campus conversations

  15. 3. Strategy • General lines of action of how a vision can be accomplished • Adding new academic programs • Computerizing student registration • Developing staff training

  16. 4. Communicating the Change Vision • Not just one-way; engage people in crafting the vision and strategies. • Effective communication of a vision • Simple (jargon-free) • Use examples • Multiple forums • Repetition • Leadership by example • Address inconsistencies

  17. 5. Empowering Broad-Based Action • Identifying and addressing obstacles • Institutional obstacles to change (bureaucracy, systems, policies, traditions, structures) • Individual obstacles to change (fear, complacency, arrogance, insularity, competence) • Dealing with conflict • Providing necessary professional development • Creating momentum • Creating incentives

  18. 6. Generating Short-Term Wins • Strategy should include some “low-hanging fruits” that serve as milestones • Celebrate success along the way • Reward people who made the wins possible

  19. 7. Consolidating Gains and Producing More Change • Change produces need for more change (change one system, others need to follow suit • Mid-stream: hard to see success from the middle (importance of milestones, specific “wins” • Continued staff development; shaping the culture with new hires

  20. 8. Anchoring New Approaches in the Culture • Deep change is a long distance run • Cultural change is a slow, cumulative process, after new behaviors produce visible benefit • May require staff turnover • Evidence-based change: of need for change and of positive results.

  21. Roles of Change Leaders • Diagnose needed change • Create a sense of urgency • Manage anxiety that accompanies change • Anthropologist (student of culture) • Team leader • Identify and address obstacles • Get conflict out in the open, deal with it • Communicator • Educator/Staff developer

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