What are the best practices for managing resistance to change in higher education institutions?

You can't overcome resistance without creating a space to welcome folks to share the reasons for resistance. If you start with the belief that change can't happen because of resistance, you lose an opportunity to really explore potential issues on the path to change. It is a really difficult thing to manage in that you can't dwell in the resistance but you can't ignore it either.

Simon Sinek, and many others have always said it best "start with the why". While a natural reaction to change resistance may be to try and defend the change, promote the reasons for change, or just give up in the face of resistance, asking why in the first instance can: 1) Open up a safe space to discuss any reservations or concerns 2) Let you better create a narrative to promote the change that aligns with the stakeholder needs and not just your wants. Your goal may ultimately stay the same, but after asking why you may find that you are crafting new and more aligned communication around the vision and opportunity.

A common issue, isn't it? :) At the outset, I would quote the old adage, 'Change is the only constant'. You go one step deeper and understand the reason behind the change. The pros & cons need to be weighed by people who have an open mindset. You got to ask Why, not just for the heck of it but to understand its implication and the ripple effect it may have. Transparency holds the key and the Naysayer & Yeasayer needs to get equal opportunity to put across their views. This question reminded me of the late Steve Jobs who once said, 'We have wonderful arguments' when he spoke about managing people.

I would try asking “why” and as the responses unfold, I might choose an idea that evolves from the discussion that is more accepted and flip the change to become their idea. And then, center the discussion around how their idea might actually be genius. Let the resistors assume the plan and execution with their nuances and design. For example, everyone can’t work 9-5, because you need someone at 8am so how could you make the change and let them develop the schedule based on employee preference of getting off early. They then plan and adopt the schedule. Brainstorm with them until it becomes their idea. Then, you have buy-in. May take longer but, will it?

Whenever possible, co-create the vision to build buy-in then reinforce with comms. Comms need the right message, in the right channel, at the right time, for each audience. If it's not possible to collaborate on questions of "what to do" then engage people in questions of "how to do it." But be upfront about constraints and decisions already made, otherwise you lose time and trust.

I think the key is to focus on what your team is going to gain (extra time, higher conversion) by implementing the change, as opposed to what they will have to do (learn a new system, change the way they have been doing things for years). We all inherently focus on ourselves...how does this affect me, how am I going to benefit, how much more work will I need to do? Starting with the positive and laying out exactly what this change will do for them is the best way to get a whole team not only on board but excited about it.

Prototypes and pilots are great ways to build trust and momentum. As helpful as data and discussions are, nothing is more convincing than doing it. A prototype could be a storyboard, a skit, a mock-up that gets you better feedback. A pilot is a chance to test out the idea, de-risk and improve it, and appeal to folks interest in research, assessment, and experiments. You can scale the degree of change in the pilot and the duration to something achievable. Can't do a month-long pilot, do a week. Can't do a week, do a day!

It is always helpful to understand the source of people’s stress, and to work to alleviate this. Failure to understand primary stressors for stakeholders will create an insurmountable obstacle in an arena that prizes collaborations and shared governance. However, if you take the time to speak to people’s concerns, you can build a powerful coalition for change!

Consensus is the enemy of innovation! To manage change in higher education you first have to accept the fact that you may not be a popular figure if you’re leading the change. Higher education systems are built to stifle innovation and change, so naturally, changemakers are met with resistance in many instances. The only way to create effective and meaningful change in higher education is to ensure that students are put first above the interests of staff, faculty, governing bodies, etc. If our customer is the student, they naturally demand and identify change - how we respond is up to US! Dr. Bill Pepicello, former President of the University of Phoenix when they had over 500k students, says “do not embrace complexity”!

Keeping students at the center is certainly key. This requires focus and discipline, since resistance often comes in the form of distractions--usually some kind of complexity-- meant to divert your attention. Resistance can be met effectively with clarity and the sensible application of Occam's razor. Clarity goes something like this. Be able to articulate the problem you are trying to solve. That is the "why" of change. If you can't be specific, don't expect people to jump on board. Next, define your goal in clear-cut terms. Then develop a distinct, SIMPLE plan to reach your goal. It's important to remember that the goal is NOT the plan. People want to understand the plan if they are going to support it.

Anyone leading a change has to be aware about limitations about how much they can push and still count on organizational support when resistance hits. Every stakeholder wants the organization to change for the better, but not every stakeholder is prepared to manage the discomfort and drama that change creates. You and even your boss may have a great vision for change. But what will happen when people who oppose change go to your boss's boss? Or the Board? Or the media? I've seen all those things happen myself or from the stories of my coaching clients, and it's important to understand who does (and does not) have your back before you decide both the scope of and approach to your change plans.

Here is one key approach: 1. Communicate the Why and Benefits.-Transparency and clear communication are crucial in managing resistance to change. Clearly articulate the reasons behind the proposed change and the benefits it can bring to the institution, faculty, staff, and students.- Explain how the change aligns with the institution's mission, vision, and strategic goals. Highlight the potential positive impact on teaching, learning, research, or administrative efficiency.- Provide concrete examples, data, and evidence to support your case. Address concerns and misconceptions upfront and emphasize the long-term gains of the change.

Well it is hard to change higher education. Because it is highly decentralised and loosely coupled organization unlike other organisations. Each and every professor are their own boss. Probably, do not give professors extra work, show the benefit upfront and remove the cost.