From Linear to Lateral: The Imperative for College and University Boards to Think Differently About Complex Problems

#HigherEducationLeadership #InnovativeGovernance #UniversityBoards #NonLinearThinking #EducationalInnovation #BoardDiversity #StrategicThinking #ComplexProblemSolving

Note: This article is inspired in part by a recent intriguing post by Sahil Bloom (https://www.dhirubhai.net/feed/update/urn:li:activity:7192848175785738240?updateEntityUrn=urn%3Ali%3Afs_feedUpdate%3A%28V2%2Curn%3Ali%3Aactivity%3A7192848175785738240%29)

Colleges and universities face complex, often ambiguous challenges and problems, and their governing boards must adjust their problem-solving approach. How? By not assuming every challenge or problem can be wrestled to the ground with logical and linear thinking.

College and university governing boards often find that traditional linear and symmetric problem-solving methods are insufficient in a world characterized by complex, rapid change and ambiguity. The intricate challenges of modern higher education demand a shift towards more creative, asymmetric, and non-linear thinking. This article explores how boards can reorganize their approaches and thought processes to navigate these complexities more effectively.

Transitioning from Linear to Lateral Thinking:

1. Embracing Complexity:

• Acknowledge the Limits of Linear Thinking: Boards should begin by recognizing that straightforward solutions might not address the root causes of complex problems, such as declining enrollment or integrating new technologies.
• Adopt a Systems Thinking Approach: Encourage thinking that looks at the institution as a complex system where various elements interact in unpredictable ways. This helps in understanding the broader implications of any strategic decision.

2. Diversifying Board Composition:

• Incorporate Diverse Expertise: By including trustees from a variety of backgrounds—not just academic but also entrepreneurial, technological, and social—boards can access a broader range of perspectives and problem-solving styles.
• Promote Cognitive Diversity: Actively seek out individuals who demonstrate creative, strategic, and non-linear thinking capabilities.

3. Restructuring Meetings and Decision-Making Processes:

• Facilitate Ideation Sessions: Regularly schedule sessions that are solely devoted to brainstorming and free-form discussion, separate from the regular agenda-driven meetings.
• Utilize Non-Linear Decision-Making Models: Implement decision-making processes that allow for backtracking and iteration, recognizing that the first solution isn’t always the best.

4. Enhancing Engagement with Stakeholders:

• Constructive Dialogues with Students and Faculty: Regular, structured interactions with students and faculty can provide insights into emerging issues before they become crises.
• External Partnerships: Collaborate with businesses, community organizations, and other educational institutions to gain different perspectives and learn from their approaches to problem-solving.

5. Leveraging Technology and Data:

• Data-Driven Insights: Use data analytics to identify patterns and trends that are not obvious through traditional analysis.
• Scenario Planning Tools: Employ advanced software to simulate different scenarios and their potential impacts on the institution, which can help anticipate future challenges and test how different solutions might play out.

6. Committing to Continuous Learning and Development:

• Ongoing Training: Invest in regular training programs in creative problem-solving, critical thinking, and other relevant skills for board members.
• Learning from Other Sectors: Organize workshops and talks by leaders from various industries known for their innovative approaches to discuss how they tackle challenges.

Conclusion:

By shifting from linear, logical, and symmetric thinking to more creative, asymmetric, and non-linear approaches, university governing boards can better navigate the complexities of today’s higher education landscape. This transformation requires a change in thinking and a reorganization of how boards operate and interact with their broader ecosystems. The result will be governance that is more adaptive and effective and more attuned to the evolving needs of students, faculty, and the global community.

Robert (Skip) Myers, Ph.D., advises and counsels college and university governing boards and their presidents seeking to optimize their alignment and joint performance.

Follow him at Robert (Skip) Myers, Ph.D.