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Scooped by Deb Nystrom, REVELN
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Shared Leadership and the University - Approaches to Change, Time to Lead

Shared Leadership and the University - Approaches to Change, Time to Lead | Change Management Resources | Scoop.it

While we often look to one hierarchical leader to guide us through difficult changes, in business and in public life, this may not be what is most effective.


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...shared leadership strategies, though messy, were more effective in establishing change....
even though the academy leans strongly towards hierarchical leadership reliance. 

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In cases where a large scale strategic or transformative change needs to occur, leadership responsibilities need to shift and often become shared between various individuals or groups. 


Professor Duin and forum participants all shared personal cases where singular leadership was misaligned with the needs of the organization and shared leadership strategies, though messy, were more effective in establishing change that would be by all the parties involved.   
This type of buy-in is often needed in the University setting, even though the academy leans strongly towards hierarchical leadership reliance. 


Whether restructuring colleges and departments to be a more competitive and well aligned university to developing ways for various technology centers to work together to delineate responsibilities, meet the needs of users, and continue evolving with the fast pace of new technology offerings, developing inroads for collaborative co-leadership is key to making broad innovative changes. 

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Deb Nystrom, REVELN's insight:

Here's a reminder of the basics of change, from a higher education perspective.  It's interesting to see the siloed, bridged and shared scope definitions, appropriate to the hierarchies natural to higher education. 

In my own hometown, we have a new president about to begin, along the task of filling key, top-level vacancies in administration. Professor Ann Hill Duin, University of Minnesota has shared forum perspectives on change in academe, particularly what works, and what does not work.   ~  Deb

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Pascal Vedel's curator insight, July 19, 2014 3:15 AM

Une bonne synthèse des divers types de changements...

Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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Why Innovation Dies, Dealing with Disruption, not placing Deans: Higher Ed's long, winding Road to Online Education, Forbes

Why Innovation Dies, Dealing with Disruption, not  placing Deans: Higher Ed's long, winding Road to Online Education, Forbes | Change Management Resources | Scoop.it

Here's the companion post to the previous article that features the long & winding road in dealing with online education, and confronts disruption head-on.


Excerpted:


Lessons Learned

  • Innovation in New Markets do not come from “overarching strategies”
  • It comes out of opportunity, chaos and rapid experimentation
  • Solutions are found by betting on a portfolio of low-cost experiments
  • The road for innovation does not go through committee


One useful purpose a university committee could have had was figuring out what the goal of going online was. [The example in the article is education based.]


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...it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.
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...the path to implementing online education is not known. In fact, it’s not a solvable problem by committee, regardless of how many smart people in the room. It is a “NP complete” problem – it is so complex that figuring out the one possible path to a correct solution is computationally incalculable.


By: Steve Blank, author, teacher of entrepreneurship and consultant who has reshaped how startups are created. He is coauthor of the recently published, The Startup Owner’s Manual (K&S Ranch, 2012).


Source:  http://www.forbes.com/sites/groupthink/2012/05/01/why-innovation-dies/2/

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Scooped by Deb Nystrom, REVELN
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Change Lessons: College exec & former leader of Univ of Michigan AST downsizing initiative takes Chicago job

Change Lessons: College exec & former leader of Univ of Michigan AST downsizing initiative takes Chicago job | Change Management Resources | Scoop.it

"The man who championed the University of Michigan's Administrative Services Transformation (AST)— the controversial downsizing and consolidation of administrative staff — is leaving Ann Arbor for a job at the University of Chicago."

   

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Faculty ....criticized the implementation...calling it a poorly communicated, top-down initiative.

   

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....like the AST effort Miranda was tasked with leading, his role at the university was controversial. Last month he was removed from leading AST.
      
.....Faculty also criticized the implementation of AST, calling it a poorly communicated, top-down initiative. 

      

Miranda will become U-C's treasurer and senior associate vice president for finance and administration.
        

Miranda came to Ann Arbor directly from the Chicago office of Accenture, the consulting firm U-M is paying $11.7 million to implement AST. He was a partner at Accenture, leading its North American Finance and Performance Management Service Line offerings for State and Local Government and Higher Education.


The companion, earlier ScoopIt on this AST story is here.


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Deb Nystrom, REVELN's insight:

An earlier ScoopIt on problems with downsizing initiative, where Accenture was the lead consulting firm selected for the AST project, is here.  

McKinsey, a rival consulting firm, also has published recent research on the limitations of downsizing, mentioned in the comments in the earlier post on this story here.

        
As mentioned in that earlier post, this now will probably stand as a cautionary tale about under-communicating during change, which often occurs by a factor of four in many change efforts. 

    

Why did a faculty body (UM's Senate Advisory Committee on University Affairs) have to unanimously pass a resolution to ASK top administrators to involve faculty before hiring consultants to change key U-M practices?  What's wrong here?  ~  D

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