The Change Process

• Expert

• Secure• Disruption• Turmoil

•Vague•Scary

New State

http://www.usyd.edu.au/learningsolutions/change_management/implementing_change.shtml

Change Strategies Increase urgency (stay positive) Build the guiding team Get the vision right Communicate for buy-in Empower action Create short-term wins Don’t let upMake changes stickAlmost always, the core method is “see, feel, change,” not “analyze,

think, change.”

Based on Kotter, John P. and Cohen, Dan S, The Heart of Change, Harvard Business School Press, 2002.

LINEAR

ADAPTIVE

INTERPRETIVE

E. Chaffee. "The Concept of Strategy: From Business to Higher Education." Higher Education: Handbook of Theory and Research, Vol. 1. New York: Agathon Press, 1985, 133-171.

Mechanical Systems

Biological Systems

Cultural, Social Systems

Integrated Systems Theory

Alignment

Interpretive Strategy; Sense-Making Stage 1 – Define the goal and the resources Define the “North Star” – what RESULT makes all

this effort worthwhile? Define the “ship” – what resources do we have?

What do we need? (time, funds, expertise)

Stage 2 – COMMUNICATE, support, learn Use the North Star as a constant touchstone Span time – link to past, make future clear,

highlight existing examples of alignment Span the organization – link to other priorities Eliminate or pre-empt barriers (including resource

issues as they arise)