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Overview
Ways to think about creating greater collaboration – 10 minutes
Discussion of “general” change strategies –Bolman and Deal– 20 minutes
Leadership without formal authority– 10 minutes
Remaining time for questions
My Research/Background
Consortium work related to work I have done on encouraging collaboration– book on Organizing higher education for collaboration -- http://www.amazon.com/Organizing-Higher-Education-Collaboration-Leaders/dp/0470179368
Presentation: http://www.youtube.com/watch?v=_2gg8lMgT1U
My Background
Several major studies of change last two decades – Kellogg Institutional Leadership and Transformation; Project Kaleidoscope – FIDL; ADVANCE;
Also, studies of leadership – college presidents, board members, and faculty and staff bottom up leaders
Creating a collaborative context
Higher education not organized for collaboration – siloed, bureaucratic, specialization, etc.
Rather than forcing collaboration into a siloed individualistic context – redesign
Whole infrastructure needs to be examined:
mission, vision, values;
create networks;
Organizing for collaboration
establish integrating structures;
alter rewards and create incentives;
capitalize on external pressures - NSF;
help people learn value of collaboration
Is a developmental process from building commitment, to placing structures to support to holding people accountable
How can you encourage Redesign and other changes
assessment of vision/type of change+
assessment of culture+
assessment of leadership team or coalition skills +
=strategy for change
Type of change or vision
Start with vision, but recognize different changes require different approaches
Agendas for change are political – some more so than others
Some threaten people’s values and identity
Deep change requires different strategies than tinkering – in higher education – working across campus collaboratively can be a deep change
Deep change
Sensemaking – studies of transformational change
Organizational self-discovery – data and assessment is key for this!
Facilitated interaction
Flesh out deeply held values, beliefs and fears
Assessment of culture
Change strategies work better when they match the cultural context
Changes themselves may challenge context, but approach should keep context in mind – part of strategy
How do I learn to assess context?
What is a cultural or climate audit? How is the same or different from the culture audit done to create our vision related to diversity?
Leadership and Change strategies: Four frames
To understand organizations from a variety of perspectives – summary of major organizational theories
To consider different change strategies
To analyze leadership styles and strategies of yourself and others (part of change formula)
To enhance one’s own set of leadership tools
Four frames
Structural frame – organization as factory
Human relations – as extended family
Political or advocacy – as arenas or contests
Symbolic – as tribes, theaters or carnivals
Structural frame
Rationality, formal roles and rules
Key concepts – roles, rules, goals, policies, technology, rationality, differentiation, integration
Key processes – division of labor and coordination of individual activities
Structural frame
Organizations exist primarily to accomplish established goals
A structural form can be designed and implemented to fit any particular set of circumstances
Organizations work effectively when environmental turbulence and personal preferences are constrained by norms of rationality
Structural frame
Specialization permits higher levels of individual expertise and performance
Coordination and control are essential to effectiveness
Problems originate from inappropriate structures or inadequate systems and can be resolved through restructuring or developing new systems
Human Relations frame
Fit between people and the organization
Key concepts – needs, skills, relationships, interpersonal interactions, fit, satisfaction
Key processes – tailoring the organization to meet individual needs
Human Relations frame
Organizations exist to serve human needs
Organizations and people need each other
When the fit is poor, both will suffer, individuals will be exploited, or seek to exploit organizations, or both
Human beings find meaningful and satisfying work, and organizations get human talents and energy – a good fit between both!
Political or advocacy frame
Organizations are coalitions of various individuals and interest groups
There are enduring differences among coalition members in values, beliefs, information, interests, and perceptions of reality
Most important decisions involve the allocation of scarce resources
Political and advocacy frame
Allocation of power and scarce resources
Key concepts – power, conflict, competition, positive politics, power base
Key processes – bargaining, negotiation, collation building, agenda setting
Symbolic frame
Organizations as tribe, theater and carnival
Key concepts – culture, symbols, ritual, ceremony, stories, heroes/heroines, myths, charisma
Key processes – common vision, attending to meaning, devising rituals, ceremonies and symbols
Symbolic frame
Symbols form a cultural tapestry or secular myths, rituals, ceremonies, and stories that help people find meaning, purpose and passion
Symbols embody and express the organization's culture – the interwoven pattern of beliefs, values, practices and artifacts that define for members who they are and how they are to do things
Leaders without formal authority use unique approaches
use existing campus networks and coalitions
garner external resources and support
create professional development opportunities
use data and research to tell a story
market their success
Leaders without formal authority use unique approaches
organize intellectual opportunities
partner with external stakeholders
leverage course curricula and using the classroom as a forum
partner with students
Considerations
capitalize on and being open to opportunities
assess whether the timing is right
identify translators to help them frame change initiative to others who think differently – come from a different campus subculture
sensitize those in power or resistors to the change initiative
Considerations
“Manage up” --those in subordinate positions in a hierarchy provide direction, support, and information so others help you lead
Secure membership on key committees
Utilize negotiation skills
Create coalitions with other initiatives with somewhat similar goals
Leaders without formal authority face resistance
Navigate resistance by – flying under radar, creating coalitions, creating internal and external network, obtaining allies in positions of power, modest changes, recognizing and naming resistance, and reframing issues
Summary
No recipe (but there is a formula)
Custom design strategies to fit vision, culture and context; and leadership skills
Combined and complex change approaches like Bolman and Deal; multi-faceted strategy
Know leadership strategies for those without formal authority
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