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Global Community for Academic Advising
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• Determine aspects of the institutional Determine aspects of the institutional culture that need to be fostered to culture that need to be fostered to promote institutional change.promote institutional change.
• What are the patterns of organizational What are the patterns of organizational behavior and shared values, behavior and shared values, assumptions, and beliefs that prevail on assumptions, and beliefs that prevail on your campus?your campus?
Start with achievable goals to build momentum and confidence in your leadership ability and effectiveness
– Take ownership of the challenge as you look forward to realistic ways to achieve desired results
– Timing is key, so don’t procrastinate
– “Manage upward” (keep your boss and campus leaders informed)
– Identify key stakeholders and establish a network of resources to share the load
Consider…Consider…Consider key concerns/questions as you propose change:
– Collegial approach might be the best way to solicit information and build support for proposed changes
– Involve the followers in the decision making; this could be handled more or less formally, depending upon the constituents directly affected
– Protecting the interests of one group against the competing interests of another
– Are there any ethical issues to consider? How will they be addressed?
A perspective on “failure”A perspective on “failure”
“I’ve missed over 9,000 shots in my career. I’ve lost almost 300 games. Twenty-six times I’ve been trusted to take the game-winning shot…and missed. I’ve failed over and over and over
again in my life. And that is why I succeed.”(Michael Jordan)
Rebound from a SetbackRebound from a Setback
Proper Prior Planning Prevents Poor Performance
However, even the best plans rarely move along without hurdles
Stay Flexible Don’t be thrown completely off course when faced with a
problem
Stay Alert Keep lines of communication open with those who can help
you make key adjustments
Change??Change??
“If you want to make enemies, try to change something!”(Woodrow Wilson)
Consider and respect that…Consider and respect that…
• Change processes can be Change processes can be thwarted thwarted by by violating cultural norms or violating cultural norms or enhancedenhanced by by sensitive strategiessensitive strategies
• Distinct organizational cultures impact the Distinct organizational cultures impact the process process
• People want to see that their hard work is People want to see that their hard work is leading toward progressleading toward progress
• Staff development that focuses on specific programmatic areas can build new capacities within your faculty and staff
– Additional attention to your current personnel resources can provide an option to utilize existing staff, when you discover your talent pool is not sufficient
• The final goal of any project is a tangible product that serves as an example of your accomplishments and guides further revisions and improvements
• Write a report - whether formal or informal, widely-distributed, posted on your web site, or distributed with limited access, your report will demonstrate what you have learned from your efforts and how it informs program improvement
However, even the best plans rarely move along without hurdlesStay Flexible
Don’t be thrown completely off course when faced with a problem
Stay Alert
Keep lines of communication open with those who can help you make key adjustments
Take the Risk…Take the Risk…
There is no best way to do something in an innovative organization. Risk assumes
processes will not be perfect.
Tierney (1999), Building the responsive campus.
A model for change…A model for change…
TasksTasks
• Make sure others see the need for change
• Be specific about what needs to be accomplished
• Make sure that others understand what needs to be accomplished
• Adapt solutions to fit your institution
• Assess, assess, assess
PeoplePeople
• Focus energy on the “skeptics”
• Listen to the “devil’s advocates”
• Don’t let the “buzzards” get you down
• Understand what motivates people to change
• Network with the opinion leaders and boundary spanners
StructureStructure
• Realistic expectations of individuals in the formal administrative structure
• Continuous communication with key administrators
• Responsibility and authority are not the same thing
StrategyStrategy
• Think small wins
• Aim for a win-win
• Maintain focus on student success
Leading from your position…Leading from your position…
“Coming together is a beginning, staying together is progress, and working
together is success.(Henry Ford)
Leading from your position…Leading from your position…
• Identify goals and objectives
• Identify student learning outcomes
• Gather appropriate evidence
• Interpret and analyze
•Implement change
Revisit your Reflections …Revisit your Reflections …
What specific improvement do you want to lead?What will you do differently?
How will you lead in your culture of change?•Sense of moral purpose•Understanding the change process•Establishing relationships•Knowledge creation and sharing•Coherence making
Fullan, 2001
Leading from your position…Leading from your position…
Remain focused on student
success
Leading from your position…Leading from your position…
The first responsibility of a leader is to define reality. The last is to say thank