Collaboration: Overcoming challenges and Redesigning for success

Adrianna Kezar

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

Questions

And thanks!