1 And Now for Something Completely Different --Change in (Academic) Organizations COL Steve Horton -...

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And Now for Something Completely Different --Change in (Academic)

Organizations

COL Steve Horton - USMA

Improving College Mathematics Teaching Through Faculty Development

14 June 2012

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Some Mathematics

Let X be the set of all experts on Organizational Change

Let Y be the set of all people who can be persuaded to talk about Organizational Change

Theorem: y Y such that y X. Proof:

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Outline

Introduction Preparing for Change Introducing Change Communicating Change Implementing Change

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Outline

Introduction Preparing for Change Introducing Change Communicating Change Implementing Change

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Preparing for Change:Why does Change Fail?

Allow too much complacency/no sense of urgency Fail to create strong guiding coalition No clear vision Undercommunicate the vision Permit obstacles to block the new vision Fail to create short-term wins Declare victory too soon Changes not anchored in culture Employee resistance Lack of leadership support Limiting organizational policies

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Outline

Introduction Preparing for Change Introducing Change Communicating Change Implementing Change

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Introducing Change:What Should I Do?

Increase urgency Overcome inertia

Aura of prosperity Lack of data Low standards

Build a guiding team Get the vision right Communicate for buy-in (≠ “sell”) Empower action Create short-term wins Don’t let up (don’t declare victory too soon) Weave change in to culture (to make it stick)

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Outline

Introduction Preparing for Change Introducing Change Communicating Change Implementing Change

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Communicating Change

Explain the change Communicate message often – over and over Be empathetic Exhibit passion and intensity “Walk the Talk” – people at the top need to

adhere to the change themselves

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Outline

Introduction Preparing for Change Introducing Change Communicating Change Implementing Change

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Implementing Change(traditional, linear model)

Replace inertia with imperatives Communicate the change Actively remove obstacles Aim for early success Sustain momentum

Implementing Change: Recess (nonlinear model)

Let’s take a field trip to the local Elementary School. You’re in charge of recess; you’ve got 3 minutes; what’s your plan to

lead recess? Imagine recess at the elementary school. . .

The bell rings! What do you see? Wait 5 minutes; now what do you see? Could you have predicted exactly . . . ? How do you Evaluate Recess? What’s the leader/teacher doing? Which plan? (yours or theirs?) Why does it work? Simply hands-off? Or. . .

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The Recess Model

A few simple rules… Some initial conditions… Details are very unpredictable, but… Order emerges from the chaos

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How is Change Harder/Easieror Different in your Environment?

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How do I approach my Department Chair/Dean about my ideas for change? Be positive Have a plan Catch him/her in a good mood Be passionate about your ideas, but not

emotionally attached to them!

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Thanks

Scott Snook – Associate Professor of Business Administration at Harvard Business School.

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Q.E.D.

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