What are the most important considerations when leading a team through a change in higher education?

A mudan?a é uma necessidade de um ou mais processos da institui??o. Deve ser identificado e estudado minimamente por uma equipe de gest?o de mudan?as. Constituir a equipe para executar a mudan?a é a etapa seguinte,

Listen to the concerns and ideas of the stakeholders, the process needs to be inclusive so that people feel ownership related to the change.

Revolución Educativa: ?Deshazte de los métodos tradicionales de ense?anza! ?Es hora de un cambio radical! Abandona el aula aburrida y transforma el aprendizaje en una experiencia emocionante y envolvente.

Principles for a successful team: 1. Have a higher, common goal; 2. Have good, honest communication; 3. Watch each other's backs; and 4. No unnecessary emergencies. #4 is how you tell if the team is having problems and identify #1-3 that is the issue. #1 is important because it's easy to waste time fixing something that wasn't broken. The team needs to spend a lot of upfront time, understanding the structure of the problem, make sure your ideas actually address the real problem, and then, in academia, know all the connections and nodes: departments, schools, and individuals. It's easier to get things done when people "want" to do it, so be empathetic and creative in your alignment narrative. Make it a win-win if you can.

Todo proceso de cambio, se origina con un estímulo que nos motiva a salir del estatus quo. Aún aquellos tan disrruptivos que cuesta alinearlos con crisis o problemáticas a resolver. A veces son tan solo reflejos creativos e incipientes que vienen para cambiarlo todo. Pero cuando hablamos de cambios que involucren equipos, la clave está en un correcto diagnóstico, ajuste de expectativas y valores y un plan que involucre un aprendizaje mutuo y continuo. Amo aquellas vidas y organizaciones en las que la única constante es el cambio, es la energía que mueve el mundo. Es lo que nos motiva a dar un paso mas, un mirada mas lejos, una conquista mas.

The how is equally important as it provides essential information on the impact of change in a personal dimension. It also, when carefully crafted, can set expectations for future behavior for the institution and the individuals central to its future success.

Once the reasons for change are outlined, the next stage is work though and plan the approach to implementing the change. Devolving responsibility to teams and individuals is really important here to provide ownership of the change with the team. It also provides opportunities for team members to try out ideas and solutions leading to innovation.

A big piece of employee engagement in the change is a leader’s ability to convey the why and not only the what. Once employees understand the why and their impact, the more fluid a change will occur.

Es un gran valor hacer parte a todos los integrantes del equipo, según el rol que cada uno de ellos desempe?a. En ese mismo contexto, reconocer y entregar feedback es un ejercicio del liderazgo que influye positivamente en ámbitos de la pertenencia al equipo y los proyectos que impulsa la organización. Por lo tanto, pasan a ser impulsores y gatilladores de impacto positivo.

I agree. From my own experience, working at a higher education setting, there is never a “I” but a “we”. Involving the team gives you a better perspective from different lenses. It also fosters growth, empowerment and opportunity for everyone to learn from each other. As a leader, I believe in providing opportunities for my team to growth so I can lean on them in project management giving me the time to handle high level responsibilities. When the team is involved, it’s clearly a “win win” situation. Most importantly, as leaders, it is our responsibility to pay it forward by letting others win by highlighting their attributes.

para una buena gestión es necesario un proposito, objetivo, plan, metricas y un equipo para apoyarlo. y si puede usar alguno o varios de lo modelos para apoyarte, mejor aun, mis favoritos, Lean change management, 8 pasos de Kotter y adkar

Manage the change, but lead the people: - No one wants to feel managed, so allowing others on the team to have buy-in is extremely important. - Stay positive and communicate the reasons for the change. Communicate the highlights of what that change is going to do for the organization.

Siguiendo con nuestra metodología 4D llegamos al DESARROLLO y una frase que tenemos muy presente "los fracasos no se deben a un error en el dise?o de la estrategia sino en su implementación". Fué así que descubrimos la necesidad de que el equipo tengo una VISION COMPARTIDA (misión, valores, declarado una situación deseada, analizada su situación actual, trabajada las oportunidades y amenazas del contexto, analizadas sus fortalezas y debilidades, desarrolladas las estrategias para el logro de sus objetivos. Cuándo tenemos todos estos ingredientes preparados nos lanzamos a DECLARAR LA VISION DE EXITO POSIBLE. ?Te dan ganas de ponerte YA a trabajar junto a tu equipo? A mí sí!

Como decía un profesor mío, si hay un proceso, hay que medir, medir y medir. Lo que no se mide, no se controla, lo que no se controla, no se mejora, lo que nos mejora, se muere o se detiene. Asignar roles, responsabilidades y métodos es la base de todo proceso. El equipo en ese proceso es el sujeto de estudio y su exito dependerá en gran medida en la forma en que se estructure y organice

Support the team during the change. In times of transition, maintaining team morale and ensuring support mechanisms are in place is paramount. Leaders should offer guidance, address concerns, and provide resources to mitigate stress. By fostering an environment of trust and open communication, teams feel valued and empowered to navigate the change collaboratively. Recognizing individual contributions and acknowledging the challenges fosters resilience and fosters a cohesive team dynamic, ultimately leading to successful adaptation and growth.

debemos entender que un cambio de cualquier tipo implica emociones y gestionarlas no es sencillo, la labora del lider debe ser acompa?ar en el proceso, tranmitir el proposito, mostrar los beneficios, responder las preguntas, launica manera de lograr un % mas alto de exito es que las personas puedan transitar el cambio, adoptarlo y hacerlo sostenible en el tiempo

Si bien en este aspecto la mirada del líder y su capacidad de transmitir y sostener los valores de la empresa en cada equipo, bajándolos a tierra, es sorprendente cuando generamos los espacios para que todos puedan tener su espacio de escucha activa y asertiva. Somos seres emocionales y nuestras experiencias nuestros principales maestros. Es una lástima cuando en una organización no se puede aprovechar la infinidad de puntos de vistas y experiencias que pueden aportar los colaboradores cualquiera sea su nivel de responsabilidad.

Acknowledge and validate the emotions and concerns that team members may experience during periods of change. Foster a culture of psychological safety, where individuals feel comfortable expressing their thoughts, feelings, and challenges without fear of judgment. Offer personalized support and coaching to help team members build resilience, adaptability, and confidence in navigating change.

Good communication is the key to run the office practice any institution. Communication is a back bone of well run organizations.

Be creative in how you support your team during change. Use simple things, sometimes almost silly things to provide a relief from the stress caused by change. I don't mean bring donuts to the office. I mean be really creative and have some fun. Allow everyone to participate. Sometimes you have to almost "practice" having fun if your office has been under stress for a period of time. Those short "fun" breaks will be more supportive than you can ever imagine!

As a part of any strategic process, a change management initiative needs to have metrics associated with it. Some of the leading indicators to be considered might be quantitative, and some of the lagging indicators might be qualitative; but regardless, collection of data along the way is important to determine if the change is not just successful, but also sustainable and durable. On this last point, some of what’s durable should explore elements of organizational culture and perceived value that the team (at all levels within the organization) feels they’ve added with having implemented any change. Without that, there is a real risk that the organization will revert back to prior behavior, negating the impact of any change initiative.

Foster a culture of reflection and continuous improvement, where team members actively seek feedback and insights from their experiences during the change process. Facilitate debrief sessions and post-mortems to evaluate the effectiveness of the change initiative and identify lessons learned. Encourage experimentation and innovation, leveraging insights gained from the change to inform future initiatives and decision-making. Document best practices, success stories, and areas for improvement, creating a knowledge repository to inform future change efforts and organizational learning.

El equipo que aprende, es el equipo que evoluciona. Esto lleva a un método, para capitalizar estos aprendizajes, y ese método se debe retroalimentar todo el tiempo. Cambia el contexto, cambian las variables, sirven mis aprendizajes anteriores? tenemos las herramientas para adaptarnos y evolucionar? debemos abrir el juego a nuevas miradas, a nuevos integrantes, a nuevos líderes? es el sistema autoinmune de las organizaciones. El equipo es la base del cambio organizacional y cualquier gestión de cambio, debe involucrar al equipo.

A nivel de herramienta, podríamos basando en la metodologia del Design thinking, para garantizar así que aquellos aprendizajes se incorporen y podamos solventar aquellas fallas en la comunicación u otro componente, que genere incertidumbre en los equipos de trabajo.

Para aprender del cambio hay que aceptar la necesidad de estar capacitado para ello. También luchar contra la resistencia al cambio. Es muy importante capacitarse y ser un líder positivo y eficaz. Una vez que el líder del equipo logra esto, puede comenzar a trabajar los temas con ellos, de manera colaborativa, explorando y mejorando sus habilidades.

Change is as regular and expected as the daily sunrise. Everyone reacts differently to change. Leading by example is navigating not just how one responds to change in a positive way, but sharing why change is so important. Without change there is no challenge and without challenge you cannot grow and learn. Change should not be fearful but seen as a fantastic opportunity to be better than you were yesterday.

Una vez, me paso con un cliente que buscaba profesionalizar a su equipo, pero no paraba de dar indicaciones y coartar la acción siendo que debia estar presente en todas las decisiones. Esto indudablemente, quitaba todo confianza en el cambio por parte su equipo. Claro que el lider debe predicar con el ejemplo, más aún, el 'lider mismo es el mensaje, es la predica corporizada'. El lider cumple un papel de modelaje del equipo. No solo es relevante lo que dice sino lo que hace, su manera de transitar y atravesar la vida cotidiana de su equipo.

Coming up with creative solutions to modern problems in higher ed that advance the cultivation of innovative thinking in students — and developing and applying those solutions, and then sharing the results — is a terrific habit to adopt as an educator. I’ve been using Python to make quizzes more versatile and have been meeting with students more often so that they can demonstrate through their own voices what they’ve learned, and have shared my rubrics for how to assess these tasks.

Change is not always negative. It is difficult to lead change when a leader's praxis is rooted in stagnation. The most successful transitions I experienced were less exaggerated and aggravated when mutual respect, trust and expertise were a daily practice. As a leader, your temperament, nimbleness and flexibility are tools that signal your ability to shift or transition which provides some assurances a team can survive any change. A leader does not need to have all the answers to lead a team through organizational change. If organizational change is the first time your team has to put their trust you may need to update your leadership style.

En la universidad donde trabajo se presentó la necesidad de cambiar varios aspectos en la dictación de la asignatura Análisis de Algoritmos. Hasta el a?o pasado se dictaba de manera tradicional, lo cual no conectaba bien con la realidad, por lo que propuse transitar hacia el aprendizaje basado en proyectos (ABP). En el proceso algunos colegas se resisten al cambio, argumentando que los estudiantes no propondrán buenas ideas, o que si las proponen no las terminarán. En este sentido, confío en los estudiantes, ya que si no se les da la oportunidad de proponer ideas de proyectos, nunca sabremos, si son buenas ideas y no tan buenas, tampoco sabremos si las desarrollarán hasta el final o no. Yo simplemente comencé a trabajar con ABP

Higher Ed leaders should be Avant Garde when it comes to change. Our populations are transient therefore, change is necessary and inevitable. Change should be viewed as evolution in any organization that desires to advance. Creating a culture that forecasts & contemplates alternative solutions to complex problems with consistent communication, change is viewed as a factor and not always a crisis. Change rarely occurs overnight but is gradual. Most leaders are like guests at revolving hotel restaurant. They take for granted their seat at the table and fail to activate their peripherals to focus on the panoramic view. By the time they look up, they are shocked to see their view has changed and pray the original view reappears.

Change, as I've come to understand through my own journey, isn't always a harbinger of faults or failures. Rather, it's an embrace of growth, an open door to new horizons, and a testament to the adaptability and resilience of a team. When leading your team through the winds of change, one of the most crucial elements to bear in mind is the power of appreciation. It's vital to acknowledge and celebrate the achievements and strengths that your team and organization have cultivated over time. These are the pillars upon which future successes are built, and recognizing them reinforces a culture of value and respect. Remember, steering your team through change is not about outpacing the past or discarding what once was. It's about inclusivity.

Transparency and the ability to have open and honest conversations is important during this moments. Transitions can be scary and filled with uncertainty. Its leaderships role to mitigate that as much as possible!

Según mi experiencia las personas que buscan el cambio en las compa?ías lo buscan 'para los otros', es decir tienen en claro lo que tienen que cambiar los demás pero no lo que tienen que cambiar ellos. Dado el caracter sistémico de los cambios organizacionales, no solo se debe pensar en el sujeto del cambio, sino en los contextos que sostienen el status quo actual, como asi también en las contradicicones y barreras que lo impiden.

Sólo dos recomendaciones: 1) ?Anímate a crear y equivocarte! es parte del proceso y te acerca cada vez más a la meta. 2) Involucra a los equipos en el proceso, realiza un research para analizar el mejor abordaje en la gestión del cambio especifico que desees movilizar.