Managing change


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Managing Change: How to achieve effective, large-scale, long-term change in a UK University setting. CDE workshop conducted on 7 February 2012 by Professor Stephen Brown (De Montfort University, CDE Visiting Fellow).
The lively session was attended by managers, senior managers and policy makers from within and beyond the University of London. The workshop aimed to help attendees to develop effective strategies for achieving large scale lasting change within their institutions, and examined the implications of different levels of stakeholder engagement for the success of sustainable institutional change and demonstrate how to employ a participatory design approach derived from the experiences of the JISC Curriculum Design and Delivery Programme. These slides are best considered alongside the accompanying workplan/report from the session, found here:

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  • Universities tend to be better known for their traditions than for organisational innovation. Sweeping global economic changes are now forcing universities in many countries to reappraise how they do things and to contemplate radical changes in structures and processes in order to survive and prosper. New technology has long been championed as both a driver and a facilitator of change in universities (Bates 2001; Cuban 2001; DfES 2003; Oppenheimer 2003; Ryan et al. 2000) but, notwithstanding some successes, has rarely lived up to the promises, particularly in the field of pedagogical innovation
  • Insights into stakeholder motivations and expectations and any potential conflict between stakeholders and/or between stakeholder needs and intended project outcomes.
  • Managing change

    1. 1. Managing Change Professor Stephen Brown
    2. 2. “The capacity to cope with change will be the hallmark of success in the 21st Century”Extract from The Learning Age, UK Government Green Paper on Lifelong Learning 1998
    3. 3. AimTo develop effective strategies for achieving large scale lasting change in your institutionOutcomes• Describe your institutional culture• Identify key stakeholders and motivations• Produce a “baseline” picture• Develop proposals that everyone buys into• Keep your stakeholders on board
    4. 4. • 27 projects• £8m• 4 years management
    5. 5. Transformative change“The answer to large scale change is not totry to emulate the characteristics of theminority who are getting somewhere underpresent conditions….Rather, we must change existingconditions so that it is normal and possiblefor a majority of people to move forward.”Fullan,M. 2001. The New Meaning of EducationalChange. New York: Teachers’ College Press
    6. 6. Traditional Complex Adaptive System Few variables determine outcomes Innumerable variables determine outcomeThe whole is equal to the sum of the parts The whole is different from the sum of the (reductionist) parts (holistic)Direction is determined by design and the Direction is determined by emergence and power of a few leaders the participation of many peopleIndividual or system behaviour is knowable, Individual or system behaviour is predictable and controllable unknowable, unpredictable and uncontrollable Causality is linear: every effect can be Every cause is also an effect, and every traced to a specific cause effect is also a cause Relationships are directional Relationships are empowering All systems are essentially the same Each system is unique Efficiency and reliability are measures of Responsiveness to the environment is the value measure of value Decisions are based on facts and data Decisions are based on tensions and patterns Leaders are experts and authorities Leaders are facilitators and supporters
    7. 7. Organisational cultures• Collegiate• Bureaucratic• Innovative• Enterprise
    8. 8. Proposition 1Effective change management =Engaging critical mass of key stakeholders
    9. 9. • Understand your project from the perspective of each of your key stakeholders• Check the alignment between project aims and stakeholders
    10. 10. Stakeholder Stake in the Potential Expectations Perceived Stakeholder Responsibility Project Impact on of the attitudes Management Project Stakeholder and/or risks Strategy College Policy and High Experienced Lack of clarity Involvement in Project Registrar process owner staff to be about Project Manager who involved in preferred Steering determines user group and approach. Board. institutional user Views project Regular administrative acceptance team as too update policy and testing. technically meeting with procedures Commitment to oriented. project leader. implementing change. Heads of Manages Medium Commitment to Lack of interest Involvement in Registrar and School School Admin implementing in project. briefing Project staff who will change. sessions at Sponsor operate the quarterly new system at School local level and meetings. academic staff who will indirectly input and directly extract dataAdmin Staff Will operate Very High Contribute to Concern about Involvement in Project Team new system system and increased user groups. process design workload. and testing. Worried about what training they will receive.
    11. 11. StakeholdersStakeholder Stakeholder goal
    12. 12. Measures of What do theysuccess want to see(Goals) happen? Discovery How will you find this out? Monitoring How can you provide this stakeholder with progress feedback? Risk What might go wrong and what can you do about it?
    13. 13. Goal alignmentStakeholder Stakeholder Project goal goal
    14. 14. Aims Outputs Stakeholders Activities Outcomes outcome 1 output … stakeholder 1 aim 1 activity 1 activity 2 output ... aim 2 stakeholder 2 outcome 2 output ... activity ... outcome ... stakeholder ...aim ... output ...
    15. 15. Proposition 2Stakeholders need help to keep them engaged
    16. 16. Goals EngagementActivities StakeholdersOutputs Outcomes•Processes • Changing people and culture • Influencing organisational change•Tools • Embedding or aligning a curriculum design approach • Creating usable tools and resources • Open approaches to learning and curriculum design
    17. 17. Outcomes Stakeholders Embedding activity1. short name activity 1 Describe stakeholder 1 outcome activity 2 stakeholder 2 activity 3 outcome 2 activity ... outcome ... stakeholder ... activity ...
    18. 18. Baselining• Documents• Interviews• Questionnaires• Auto recordings: blogs, wordle tags, video booths• Focus groups• Concept maps• Rich pictures
    19. 19. Weekly Wordle
    20. 20. AlternativesWhere are we now? Risk Mistrust Skills Infrastructure Costs Individualism
    21. 21. Review• Culture change is a prerequisite for embedded institutional scale change• Culture change is about engaging key stakeholders• Genuine engagement is a participatory process• Outcomes may not be what you expected• Activities to produce outputs may not be the same as activities for embedding
    22. 22. Review 1. Sustainability = critical mass of happy stakeholders 2. Sustainability strategy =Embedding activities that ensure critical mass of stakeholders are happy
    23. 23. ge-management
    24. 24. Soft Systems Methodology
    25. 25. Change roles• Sponsor• Manager• Agent• Champion