Change is inevitable, but not always easy. Especially in higher education, where traditions, cultures, and structures can resist or hinder innovation and improvement. How can you ensure lasting change in your institution, not just in the short term, but in the long term as well? Here are some tips to help you lead and manage change effectively.
Before you initiate any change process, you need to have a clear vision of why you want to change, what you want to achieve, and how you will measure success. You also need to assess the current situation, identify the gaps, challenges, and opportunities, and involve the relevant stakeholders in the analysis. This will help you create a compelling case for change that aligns with your institution's mission, values, and goals.
Understand the crucial need for diversity and inclusion in higher education. Higher Education and the work and research done within it are meant to represent all areas of society. Join EDI committees, set up networking groups, speak up! The more voices in the conversation the better!
Communication is key to any change process. You need to communicate the vision, the benefits, the risks, and the steps of the change to all the affected parties, from senior leaders to staff, faculty, students, and external partners. You need to use different channels, formats, and frequencies to reach your audience, and address their questions, concerns, and feedback. You also need to communicate the progress, the achievements, and the challenges of the change, and celebrate the milestones and successes.
I have experienced uncommunicated, seemingly random organizational change. I have also experienced knowing about organizational change before it happens. In almost any situation, I would be inclined to inform everyone before enacting change. And keep everyone informed during the process as well. Communication is essential for smooth transitions.
Change cannot happen without the participation and support of the people who will be affected by it. You need to engage your stakeholders in the design, implementation, and evaluation of the change, and empower them to take ownership and responsibility for it. You also need to recognize and reward their contributions, and provide them with the resources, training, and coaching they need to adapt to the new situation. You also need to manage the resistance and the conflicts that may arise, and foster a culture of collaboration and trust.
Change is not a one-time event, but a continuous process. You need to monitor and evaluate the impact of the change on your institution's performance, quality, and satisfaction. You need to collect and analyze data, feedback, and evidence to assess the outcomes, the benefits, and the challenges of the change. You also need to use the results to adjust, improve, and sustain the change, and to identify new areas for improvement and innovation.
Change is also a learning opportunity. You need to learn from the experience of leading and managing change, and from the feedback and insights of your stakeholders. You need to reflect on what worked well, what did not work well, and what can be done better in the future. You also need to share your learning with others, and disseminate the best practices and lessons learned from the change. This will help you build your capacity and credibility as a change leader, and inspire others to follow your example.
Lasting change in any organization derives from efficient change management. Ensure your stakeholders remain informed throughout the process. Explain the need for change. Ask for their input. And actually review that input. Answer any questions. In regard to the actual process of change and ensuring it lasts, one particularly effective model is Lewin's Model of Change: 1. Unfreeze: Prepare everyone for the change by informing and "unfreezing" them. 2. Change: Implement the change - and remember to maintain communication throughout... 3. Refreeze: Stabilize the change, or "freeze" it.