Betwixt & Between the role, value and place of the IT Liaison June 12, 2007 Matt Braaten Lander University EDUCAUSE Southeast Regional Conference 2007

Betwixt & BetweenBetwixt & Betweenthe role, value and place of the the role, value and place of the

IT LiaisonIT Liaison

June 12, 2007June 12, 2007

Matt BraatenLander University

EDUCAUSE Southeast Regional Conference 2007Navigating the Rapids of Campus Technology

Background & HistoryBackground & History

BackgroundBackground 2 Years Dir. Web Comm. for Lander2 Years Dir. Web Comm. for Lander

Report to Provost and VP of Academic AffairsReport to Provost and VP of Academic Affairs 1 Year IT Fellow for Sewanee1 Year IT Fellow for Sewanee 9 Years Sales Communications & IT 9 Years Sales Communications & IT

Director for Conntrol International.Director for Conntrol International.

TrainingTraining M.S. Communications & Information M.S. Communications & Information

ManagementManagement B.A. PsychologyB.A. Psychology

Lander UniversityLander University

3000 students, 125 faculty, 250 3000 students, 125 faculty, 250 staffstaff

Professional degree college with a Professional degree college with a liberal arts heritage liberal arts heritage

Four collegesFour colleges Science & MathematicsScience & Mathematics Arts & HumanitiesArts & Humanities EducationEducation Business & Public AffairsBusiness & Public Affairs

Why this topic?Why this topic?

1.1. The The rolerole of the liaison in higher education of the liaison in higher education is undersold.is undersold.

On a typical campus, lots of opportunity to…On a typical campus, lots of opportunity to… collaborate more effectively on large projectscollaborate more effectively on large projects connect ideas to resourcesconnect ideas to resources better utilize the intellectual capital and skills the better utilize the intellectual capital and skills the

university already hasuniversity already has

Question:Question: So why not talk about a strategy for those charged with So why not talk about a strategy for those charged with

working working in between?in between? Whose success depends on Whose success depends on coordination coordination and and cooperationcooperation? ?

Why am I talking about it?Why am I talking about it?

2.2. It WORKS!It WORKS!

I have I have survivedsurvived 3 years in higher 3 years in higher education after being air-dropped into education after being air-dropped into “recently captured beachhead”“recently captured beachhead”

in spite of…in spite of… PersonalityPersonality

doesn’t have to get in the waydoesn’t have to get in the way Professional trainingProfessional training Background and experienceBackground and experience

liaison learns along the wayliaison learns along the way

Reframing OrganizationsReframing OrganizationsLee G. BolmanLee G. Bolman

Terrence E. DealTerrence E. Deal

ISBN-10: 0787964271 ISBN-10: 0787964271 ISBN-13: 978-0787964276ISBN-13: 978-0787964276

Chapters 9-11Chapters 9-11

Authoritative Authoritative ReferenceReference

Summary of BookSummary of Book

Bolman and Deal lay out four different angles Bolman and Deal lay out four different angles from which to view an organization and suggest from which to view an organization and suggest that managersthat managers “ “need to understand and use multiple perspectives, to need to understand and use multiple perspectives, to

think about the same thing in more than one way.”think about the same thing in more than one way.”

These include:These include: The Structural Frame (“Factories”)The Structural Frame (“Factories”) The Human Resources Frame (“Families”)The Human Resources Frame (“Families”) The Political Frame (“Jungles”)The Political Frame (“Jungles”) The Symbolic Frame (“Temples”)The Symbolic Frame (“Temples”)

[see handout for more detailed summary of these frames][see handout for more detailed summary of these frames]

What “Frame” best describes the What “Frame” best describes the Higher Education environment?Higher Education environment?

The “Political Frame”The “Political Frame”

“ “The political frame views organizations as living, The political frame views organizations as living, screaming political arenas that host a complex screaming political arenas that host a complex web of individual and group interests. Five web of individual and group interests. Five propositions summarize the perspective.propositions summarize the perspective.

1.1. Organizations are Organizations are coalitionscoalitions of diverse individuals of diverse individuals and interest groups. and interest groups.

(Rather than a pyramid, with an apex of authority setting (Rather than a pyramid, with an apex of authority setting goals.)goals.)

2.2. There are There are enduring differencesenduring differences among coalition among coalition members in values, beliefs, information, interests, members in values, beliefs, information, interests, and perceptions of reality. and perceptions of reality.


3.3. Most important decisions involve allocating Most important decisions involve allocating scarce resourcesscarce resources--who gets what.--who gets what.

Not Pfizer, Exxon, Google, or News Corp.Not Pfizer, Exxon, Google, or News Corp.

4.4. Scarce resources and enduring differences Scarce resources and enduring differences make make conflictconflict central to organizational central to organizational dynamics and underline dynamics and underline powerpower as the most as the most important part.important part.

5.5. Goals and decisions emerge from Goals and decisions emerge from bargaining, negation, bargaining, negation, and and jockeying for jockeying for positionposition among competing stakeholders.” among competing stakeholders.” (p. 187)(p. 187)


On setting goals…On setting goals…

““The final proposition of the political frame The final proposition of the political frame emphasizes that goals are set not by fiat at emphasizes that goals are set not by fiat at the top by through an ongoing process of the top by through an ongoing process of negotiation and interaction among key negotiation and interaction among key players.” (p.188)players.” (p.188)

Defining “Liaison”Defining “Liaison”

What do I mean by liaison?What do I mean by liaison?

I DON’T mean a I DON’T mean a specific job titlespecific job title, like, like “ “IT Liaison to Academic Affairs”IT Liaison to Academic Affairs” “ “IT Liaison to Admissions”IT Liaison to Admissions” “ “IT Liaison to Business Administration”IT Liaison to Business Administration”

Defining “Liaison”Defining “Liaison”

I DO mean I DO mean A channel for communication A channel for communication betweenbetween

groups. groups. proper proper placeplace At Sewanee, between IT unitsAt Sewanee, between IT units At Lander, within AA between IT and URAt Lander, within AA between IT and UR

A A strategy of workstrategy of work that focuses on the that focuses on the skills of skills of connectionconnection and and collaborationcollaboration..

proper proper rolerole

Outline of PresentationOutline of PresentationLiaison strategy introducedLiaison strategy introduced

know the agenda (project management)know the agenda (project management) mapping the political domainmapping the political domain networking and building coalitionsnetworking and building coalitions

Liaison strategy in relation to Liaison strategy in relation to Lander’s Web RedesignLander’s Web Redesign

the agendathe agenda map of the political domainmap of the political domain networks and coalitionsnetworks and coalitions

“It struck me that I was most effective when I knew what I wanted”

-- Warren Bennis, University President

Liaison SkillsLiaison Skillsknow the agenda


Very simply, an agenda outlinesVery simply, an agenda outlines a goal anda goal and a scheduled series of activitiesa scheduled series of activities

Be able to articulate, Be able to articulate, in clear terms,in clear terms, what the agenda is and how it will be what the agenda is and how it will be approached.approached.


Know that a good agenda mustKnow that a good agenda must address long-term interests of major address long-term interests of major

stakeholders.stakeholders. focus on only a few top priorities focus on only a few top priorities

(e.g. two or three).(e.g. two or three).


How?How? understand how others think and what understand how others think and what

they care about mostthey care about most understand the rules of the game and understand the rules of the game and

history of past decisions: precedence history of past decisions: precedence

- think - think ParliamentarianParliamentarian


Questions to considerQuestions to consider What are the goals of this project?What are the goals of this project? How do we plan to carry them out and How do we plan to carry them out and

what are some possible scenarios?what are some possible scenarios? Who are the players, how do they think, Who are the players, how do they think,

and what are their long-term interests?and what are their long-term interests? Did knowing or not knowing the rules of Did knowing or not knowing the rules of

the game affect the project?the game affect the project?


Tools to considerTools to consider Project CharterProject Charter, signed off by those with most , signed off by those with most

power.power. Asks all the tough questionsAsks all the tough questions Can take weeks to put together, but well Can take weeks to put together, but well

worth the effort. worth the effort. Helps ensure that everyone understands Helps ensure that everyone understands

and agrees with project goalsand agrees with project goals Helps identify project risk and assumptionsHelps identify project risk and assumptions Resource for all future communications Resource for all future communications

about the project!about the project!


Walking shoes and an open doorShort but frequent conversations with

stakeholders and not just when you need something.

Face-to-face is almost always better, lends itself to more open conversation.

Share what you’ve learned from what others are thinking. Pollinate!

“Fly like a butterfly, pollinate like a bee”

mapping the political terrain

Liaison Liaison SkillsSkills

Liaison SkillsLiaison Skillsmapping the political terrain

Create a two-dimensional diagram Create a two-dimensional diagram mappingmapping

playersplayers - who is in the game - who is in the game powerpower - clout possessed - clout possessed interestsinterests - what each player - what each player

wantswants

PowerPower

InterestInterest

HIGH

LOW

Pro-Change

Opposed to Change

TopTopmanagementmanagement

Front-lineFront-lineofficialsofficials

TechiesTechies

MiddleMiddlemanagersmanagers

political map as the “techies” see itpolitical map as the “techies” see it

Their view shows little serious opposition to the new system and they hold all the high cards.

real political mapreal political map

PowerPower

InterestInterest

HIGH

LOW

Pro-Change

Opposed to Change

Topmanagement

Front-lineofficials

TechiesTechies

Middlemanagers

TopTopmanagementmanagement

MiddleMiddlemanagersmanagers

Front-lineFront-lineofficialsofficials

Real map shows opponents more powerful and forecasts stormy process and protracted conflict.

Liaison SkillsLiaison Skillsmapping the political terrain

What can we learn from this?What can we learn from this? Mapping can expose assumptions Mapping can expose assumptions

that might need to be tested.that might need to be tested. Even if your “perceived” political map Even if your “perceived” political map

is DEAD wrong, it’s useful to is DEAD wrong, it’s useful to reference when looking back over a reference when looking back over a project’s success or failure.project’s success or failure.

Liaison SkillsLiaison Skillsnetworking & building coalitions

Liaison SkillsLiaison Skillsnetworking & building coalitions

1.1. Identify relevant relationshipsIdentify relevant relationships

2.2. Assess who might resist, why, and how Assess who might resist, why, and how stronglystrongly

3.3. Develop, wherever possible, relationships Develop, wherever possible, relationships with potential opponents to facilitate with potential opponents to facilitate communication, education, or negotiation. communication, education, or negotiation.

4.4. If step three fails, carefully select and If step three fails, carefully select and implement either more subtle or more implement either more subtle or more forceful methods.forceful methods.

Web RedesignWeb Redesignproject overview

Project Team:Project Team: Director of Web Communications (project Director of Web Communications (project

lead)lead) Director of Information Technology Services Director of Information Technology Services

(project manager)(project manager) Web & Computer Training CoordinatorWeb & Computer Training Coordinator University Relations webmasterUniversity Relations webmaster



The Task:The Task:Complete a web redesign in less than one yearComplete a web redesign in less than one yearWork with limited budget and State Work with limited budget and State

procurement office to contract out for design. procurement office to contract out for design. Collaborate withCollaborate with

2 technology trainers2 technology trainers127 webmasters127 webmasters

……to move and reformat 500+ web pagesto move and reformat 500+ web pages



Problem #1 - ACCESSIBILITYProblem #1 - ACCESSIBILITYLander’s website does not currently meet Lander’s website does not currently meet

state and federal accessibility requirements state and federal accessibility requirements allowing people with disabilities to access allowing people with disabilities to access information posted on our website.information posted on our website.

The State has issued a mandate that our The State has issued a mandate that our website be “accessible” to specific standards website be “accessible” to specific standards by July 2006.by July 2006.

Why??Why??

Problem #2 – Dirty Laundry and Stinky GarbageProblem #2 – Dirty Laundry and Stinky Garbage Your underwear is showingYour underwear is showing

Primary purpose of Lander’s web site is to attract Primary purpose of Lander’s web site is to attract new students and to promote the Universitynew students and to promote the University

NOTNOT to be used for storage for all university to be used for storage for all university business, i.e., private meeting minutes going back business, i.e., private meeting minutes going back 7 years7 years

Garbage Denial: Garbage, what garbage?Garbage Denial: Garbage, what garbage? Majority of content on our current web server is out Majority of content on our current web server is out

of date and irrelevant. Waste Management on of date and irrelevant. Waste Management on strike. strike.

NEED a way to manage out-dated content –can’t NEED a way to manage out-dated content –can’t just leave it therejust leave it there

Why??Why??

Web Publishing ProcessWeb Publishing Process

Braaten

News Portal

Minter

Web Masters Web Admin

Checks for Content• Accuracy• Validity• Timeliness

Checks for Content• Accessibility• Style Adherence

Dir. Web Comm.

Accessibility Authority& Backup Admin

Published Pages

Communications

News Portal• Efficient• Syndicated (RSS)

Web RedesignWeb Redesignagenda setting

Set Scope Set Scope Set Requirements Set Requirements Research Cost of Research Cost of

Design Design Solutions based Solutions based

Solicitation Solicitation Select Vendor Select Vendor Input and DesignInput and Design

Requirements gathering by Requirements gathering by vendorvendor

Build Information Build Information ArchitectureArchitecture

3 Designs to choose from3 Designs to choose from



CMS Implementation and CMS Implementation and TrainingTraining

Web Page Migration Web Page Migration

(2 - 4 wks)(2 - 4 wks) Full panic sets inFull panic sets in Vendor to help with Vendor to help with

migrationmigration

Launch (June 2006 or Launch (June 2006 or sooner)sooner)

Web RedesignWeb Redesignmapping the political terrain

Web Redesign ProjectWeb Redesign Project

PowerPower

InterestInterest

HIGH

LOW

PRO-CHANGE

OPPOSED TO CHANGE

ITSITSUniversity University RelationsRelations

ProvostProvost

FacultyFaculty

“first impressions”

Faculty

Web Redesign ProjectWeb Redesign Project

PowerPower

InterestInterest

HIGH

LOW

PRO-CHANGE

OPPOSED TO CHANGE

“real political map”

ITSUniversity Relations

ProvostProvost

ITSITS

University University RelationsRelations

Web RedesignWeb Redesignnetworking & forming coalitions

Coalition: Key PlayersCoalition: Key Players Provost & VP of Academic AffairsProvost & VP of Academic Affairs Information Technology ServicesInformation Technology Services University RelationsUniversity Relations

Acting on behalf of Admissions and Acting on behalf of Admissions and AdvancementAdvancement

FacultyFaculty



Provost’s concernsProvost’s concerns Acting on behalf of the President who wanted Acting on behalf of the President who wanted

a better looking website.a better looking website. Wanted all private and outdated materials Wanted all private and outdated materials

removed from website or moved to intranet.removed from website or moved to intranet. Didn’t want it to cost muchDidn’t want it to cost much



ITS concernsITS concerns Needed to meet state mandated Web Needed to meet state mandated Web

Accessibility guidelines by June 2006.Accessibility guidelines by June 2006. Wanted out of the “content” business of the Wanted out of the “content” business of the

web.web. System needed to work within their technical System needed to work within their technical

environment.environment.



University Relations concernsUniversity Relations concerns Wanted more access and control over the Wanted more access and control over the

home page and other stylistic elements of the home page and other stylistic elements of the new website.new website.

Wanted to provide input on content, but didn’t Wanted to provide input on content, but didn’t want editorial control over content.want editorial control over content.



Faculty concernsFaculty concerns Grown dependant on FrontPage as web Grown dependant on FrontPage as web

publisher and leery of web-based CMS.publisher and leery of web-based CMS. Wanted a solution that was easy to use Wanted a solution that was easy to use

and maintain.and maintain. Wanted to maintain control over content style. Wanted to maintain control over content style.

Didn’t want to HAVE to use the university Didn’t want to HAVE to use the university templates.templates.

Wanted help migrating pages at a convenient Wanted help migrating pages at a convenient time.time.



Questions?Questions?

Copyright NoticeCopyright Notice

Copyright R. Matthew Braaten 2007. This work is the intellectual Copyright R. Matthew Braaten 2007. This work is the intellectual property of the author. Permission is granted for this material to property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires the author. To disseminate otherwise or to republish requires written permission from the author." written permission from the author."

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Betwixt & Between the role, value and place of the IT Liaison June 12, 2007 Matt Braaten Lander University EDUCAUSE Southeast Regional Conference 2007