How Leaders Can Successfully Manage Change in Colleges and Universities

Autor/in	Horn, Michael B.
Institution	Clayton Christensen Institute for Disruptive Innovation
Titel	How Leaders Can Successfully Manage Change in Colleges and Universities
Quelle	(2022), (21 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	College Administration; Transformational Leadership; Governance; Participative Decision Making; Educational Change; Universities; Organizational Change; Organizational Objectives; Connecticut (New Haven); New Hampshire; Massachusetts (Boston) + Suchen Sie Ihr Suchwort? College administrators; Hochschulverwaltung; Education; Educational policy; Financing; Steuerung; Bildung; Erziehung; Bildungspolitik; Finanzierung; Bildungsreform; University; Universität; Organisationswandel; Business goal; Unternehmensziel
Abstract	Shared governance--the processes through which faculty, the administration, and even students and staff participate in creating the policies and charting a direction for an institution--is a major tenet of higher education. How to get cooperation and agreement to move an institution forward is one of the trickiest parts of the leader's job. Yet moving forward must be a priority as higher education copes with the emergence of technology-enabled learning solutions while maintaining an increasingly expensive traditional educational model. Add to this environment a number of stressors--from the challenges of educating during the pandemic, to shrinking numbers of high school graduates, to turbulent debates over what schools can and cannot teach and what faculty can and cannot say--and it is imperative to chart strategic paths forward rather than stay put or drift. There is arguably never been a more difficult time to be a leader of a higher education institution. The average tenure of a college president has consistently and steadily declined over the last couple of decades. It is no longer unusual to see presidential tenures end after three to five years. This report presents a theory from the Christensen Institute's research on innovation that can help leaders. It is a theory about what tools to use when there are varying levels of agreement within an organization. Used as a lens to better understand causal mechanisms, the theory reveals that not all the tools available to leaders work in all circumstances. To successfully chart a course forward, leaders need to understand the level of agreement inside their college or university and then use the right tools to forge ahead. [This report was written with contributions from Ryan Macinnis and Richard Price.] (ERIC).
Anmerkungen	Clayton Christensen Institute for Disruptive Innovation. 425 Broadway Street, Redwood City, CA 94063. Tel: 650-887-0788; e-mail: info@christenseninstitute.org; Web site: http://www.christenseninstitute.org
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01