Change Leadership in Higher Education
A Practical Guide to Academic Transformation
Jeffrey L. Buller
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Change Leadership in Higher Education
A Practical Guide to Academic Transformation
Jeffrey L. Buller
About This Book
Initiate innovation and get things done with a guide to the process of academic change
Change Leadership in Higher Education is a call to action, urging administrators in higher education to get proactive about change. The author applies positive and creative leadership principles to the issue of leading change in higher education, providing a much-needed blueprint for changing the way change happens, and how the system reacts. Readers will examine four different models of change and look at change itself through ten different analytical lenses to highlight the areas where the current approach could be beneficially altered. The book accounts for the nuances in higher education culture and environment, and helps administrators see that change is natural and valuable, and can be addressed in creative and innovative ways.
The traditional model of education has been disrupted by MOOCs, faculty unions, online instruction, helicopter parents, and much more, leaving academic leaders accustomed to managing change. Leading change, however, is unfamiliar territory. This book is a guide to being proactive about change in a way that ensures a healthy future for the institution, complete with models and tools that help lead the way. Readers will:
- Learn to lead change instead of simply "managing" it
- Examine different models of change, and redefine existing approaches
- Discover a blueprint for changing the process of change
- Analyze academic change through different lenses to gain a wider perspective
Leading change involves some challenges, but this useful guide is a strong conceptual and pragmatic resource for forecasting those challenges, and going in prepared. Administrators and faculty no longer satisfied with the status quo can look to Change Leadership in Higher Education for real, actionable guidance on getting change accomplished.
Frequently asked questions
Information
Chapter 1
The Only Thing We Have to Change IsāChange Itself
- Change.edu: Rebooting for the New Talent Economy (2013) by Andrew S. Rosen
- Checklist for Change: Making American Higher Education a Sustainable Enterprise (2013) by Robert Zemsky
- Women, Universities, and Change: Gender Equality in the European Union and the United States (2012) by Mary Ann Danowitz Sagaria
- The Innovative University: Changing the DNA of Higher Education from the Inside Out (2011) by Clayton M. Christensen and Henry J. Eyring
- Community College Leadership: A Multidimensional Model for Leading Change (2010) by Pamela Lynn Eddy and George R. Boggs
- Driving Change through Diversity and Globalization: Transformative Leadership in the Academy (2008) by James A. Anderson
- Sustaining Change in Universities (2007) by Burton R. Clark
- Transformational Change in Higher Education: Positioning Colleges and Universities for Future Success (2007) by Madeleine B. D'Ambrosio and Ronald G. Ehrenberg
- Reclaiming the Ivory Tower: Organizing Adjuncts to Change Higher Education (2005) by Joe Berry
- Public Funding of Higher Education: Changing Contexts and New Rationales (2004) by Edward P. St. John and Michael D. Parsons
- Strategic Change in Colleges and Universities: Planning to Survive and Prosper (2001) by Daniel James Rowley, Herman D. Lujan, and Michael G. Dolence
- From Strategy to Change: Implementing the Plan in Higher Education (2001) by Daniel James Rowley and Herbert Sherman
- Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations (2001) by Adrianna Kezar
The KĆ¼bler-Ross Model of Change Management
- Denial
- Anger
- Bargaining
- Depression
- Acceptance
- During the denial stage, change managers can keep their message consistent, emphasizing why the change is both necessary and desirable.
- During the anger stage, they can remember not to take resistance and rejection personally, calming stakeholders with a positive, forward-looking message.
- During the bargaining stage, they can resist the urge to make concessions that may initially seem minor but ultimately will be detrimental to their overall vision.
- During the depression stage, they can emphasize improvements and accomplishments that are already being made along the way, thus helping people see that what they have lost is more than compensated for by what they have gained.
- During the acceptance stage, they can use the energy of those who have come to support the change vision to begin making more rapid progress and moving more systematically toward their ultimate goal.