1 2007 Adjunct Faculty Conference Terre Haute April 21, 2007 Richard Markwart, Business Division, Valparaiso Leading Change.

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2007 Adjunct Faculty Conference

Terre Haute

April 21, 2007Richard Markwart, Business Division, Valparaiso

Leading Change

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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Agenda

The forces creating change The role of complacency Kotter’s model of change Highlight the challenges ahead for Ivy Tech.

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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Forces of change

External Forces: Demographics – Baby Boom Anyone? Technology – The virtualization of society The market and competition – When China is high cost

and water is the new oil Values – I don’t even want to go there!

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Complacency is the #1 barrier to change!

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The Cost of Complacency

The day before …

December 6, 1941, Pearl Harbor, Hawaii September 10, 2001, New York City, NY August 28, 2005, New Orleans, LA April 15, 2007, Blacksburg, VA

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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No highly visible crisis. The company is not losing money; no big layoffs are threatened.

The company measures itself against low standards.

The company compares itself to the industry average, not to the industry leader.

Source: adapted from John Kotter, Leading Change (Boston, MA: Harvard Business School Press, 1996), 39-41.

Complacency causes and symptoms

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Performance feedback is strictly internal. The culture dictates that external feedback is either without value or likely to be uninformed.

Evidence that change is needed results in finger-pointing.

"It's just the cheap imports."

Management focuses on marginal issues. "The slip is sinking. Let's rearrange the deck chairs."

The culture sends subliminal messages of success.

Plush offices, wood paneling, and in art adorn corporate offices.

Happy Talk -- Management believes its own press releases and mythology.

"We are the greatest ad agency in the country. We set the standard for our industry. Manufacturing is back in the U.S."

Source: adapted from John Kotter, Leading Change (Boston, MA: Harvard Business School Press, 1996), 39-41.

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Complacency is the #1 barrier to change!

But, change carries a high emotional cost!

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Change! Them are fightin’ words!

Source: The Information School of the University of Washington, copyright Prentice Hall, 2002.

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The emotional costs of change

Surprise and fear of the unknown Fear of failure Loss of status and/or job security Peer pressure against change Disruption of cultural traditions and/or group relationships Personality conflicts

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So, how can we create change?

Have leaders as well as managers.

Utilize one of the active change models.

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The roles of leaders and managers

Leaders: Establish direction Motivate and inspire Produce change Look forward Look outward

Managers: Plan & budget Organize & staff Problem solve Produce order &

predictability Move things forward

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Kotter’s Model

1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the cultureSource: adapted from John Kotter, Leading Change (Boston, MA: Harvard Business School Press, 1996)

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

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Quick Side Trip into Organizational Behavior

Fred Taylor and the cheaper by the dozen folks. Elton Mayo visits Cicero Illinois and isn’t bribed. Doug McGregor learns algebra. Fred Herzberg debates cleanliness vs. having fun. Victor Vroom has high expectations

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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1. Establish the need for urgency

2. Ensure there is a powerful change group to guide the change

3. Develop a vision

4. Communicate the vision

5. Empower staff

6. Ensure there are short-term wins

7. Consolidate gains

8. Embed the change in the culture

Ivy Tech Region 1 Innovation and Entrepreneurship Center

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Our Challenge – Strategic Plan 2010

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• Expand programs in existing high-need, high-demand workforce areas

• Ensure that all associate degree programs allow students to continue on to baccalaureate level

• Provide quality degree programs that are consistent with national standards and the standards of the universities to which credits will transfer

• Offer remedial coursework in a variety of forms that will effectively and quickly move people into college-level work

however ….

Goal #1: New and Expanded Education Programs

Objectives

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September 2, 2006

“At 2-Year Colleges, Students Eager but Unready”By DIANA JEAN SCHEMO

“Aside from New York City’s higher education system, at least 12 states explicitly bar state universities from providing remedial courses or take other steps like deferred admissions to steer students needing helping toward technical or community colleges.”

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Go forth and tip over the apple cart.

© Trek Earth, 2007, Jim Henry Peshawar, Pakistan