Creating a Culture of Continuous Improvement on a University Campus Through Kotter’s 8-Step Change Model Melissa Crews | Department of Higher Education and Learning Technologies, Texas A&M- University-Commerce Dr. Shonda Gibson | Executive Director of Institutional Effectiveness and Research, Texas A&M University-Commerce Dr. Dan Su | Director of Institutional Research, Texas A&M University-Commerce 1
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Creating a Culture of Continuous Improvement on a ... · clarification and insight to creating a culture of continuous improvement. • Participants: Faculty and Staff in each Academic
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Creating a Culture of Continuous Improvement on a University Campus Through
Kotter’s 8-Step Change Model
Melissa Crews | Department of Higher Education and Learning Technologies, Texas A&M-University-Commerce
Dr. Shonda Gibson | Executive Director of Institutional Effectiveness and Research, Texas A&M University-Commerce
Dr. Dan Su | Director of Institutional Research, Texas A&M University-Commerce 1
Introduction & Background
• Increasing Pressure (Olsen & Scholl, 2014).
• Institutional Effectiveness Processes (Eaton, 2001, p. 1).
• Onerous / Burdensome (Head & Johnson, 2011).
• Hostile Environment
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TAMUC’s Regional Accreditor
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Documenting Institutional Effectiveness at TAMUC
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Texas A&M University-Commerce, (2016).
Case Study • Purpose & Methodology: A case study of Texas A&M
University-Commerce’s submission status of 349 institutional effectiveness documents for academic year 2015-16 and the university’s subsequent measures following Kotter’s 8-Step Change Model to improve submission status, can provide clarification and insight to creating a culture of continuous improvement.
• Participants: Faculty and Staff in each Academic Program and Divisional Support Unit, Department Heads, Direct Supervisors, members of the IE Leadership Team, Deans, and Vice Presidents
Results TAMUC Submission Status of 349 IE Documents before
implementing Kotter’s 8 Step Change Model
TAMUC Submission Status of 379 IE Forms after implementing Kotter’s 8 Step Change Model
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Discussion
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References • Calegari, Sibley, & Turner. (2015). A roadmap for using Kotter’s organizational change model to
build faculty engagement in accreditation. Academy of Educational Leadership Journal, 19(3), p. 34-43. Retrieved from http://www.alliedacademies.org/articles/AELJ_Vol_19_No_3_2015.pdf
• Eaton, J. S. (2001). An Overview of U.S. Accreditation. Washington, DC: Council for Higher Education Accreditation. Retrieved from http://vizedhtmlcontent.next.ecollege.com/CurrentCourse/M4-Eaton-Overview%20of%20US%20Accreditation%2003.2011.pdf
• Farakas G. M. (2013). Building and sustaining a culture of assessment: Best practices for change leadership. Reference Services Review, 14(1), p. 13-31. Retrieved from http://www.emeraldinsight.com/doi/pdfplus/10.1108/00907321311300857
• Head, R. B., & Johnson, M. S. (2011). Accreditation and its influences on institutional effectiveness. New Directions for Community Colleges, 153(1), p. 37-52. Retrieved from http://vizedhtmlcontent.next.ecollege.com/CurrentCourse/Head.pdf
• Olsen, H., & Scholl K. (2014). Measuring student learning outcomes using the SALG instrument. Journal of Leisure Studies and Recreation Education, 29(1), 37-50. Retrieved from http://eds.a.ebscohost.com.proxy.tamuc.edu/eds/pdfviewer/pdfviewer?vid=3&sid=ce9ad035-0acc-42e0-94a6-a01263f845b4%40sessionmgr4005&hid=4208
• Texas A&M University-Commerce. (2016a). IE Forms review, approval, and signature process. Commerce, TX: Texas A&M University-Commerce. Retrieved from http://www.tamuc.edu/aboutUs/IER/documents/institutional-effectiveness/examples/Review%20Approval%20and%20Signature%20Process.pdf
• Texas A&M University-Commerce. (2016b). The institutional effectiveness process at A&M-Commerce. Commerce, TX: Texas A&M University-Commerce. Retrieved from http://www.tamuc.edu/aboutUs/IER/documents/institutional-effectiveness/explanations/The%20Institutional%20Effectiveness%20Process%20at%20TAMUC.pdf