Improvement Initiative Status Report and Transition Management Workshop

February 14, 2014 I Richard Wilkinson, AVC1

AGENDA

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1. Update on Strategic Planning Process

2. Workshop on Managing Change and Transition

Vision / Values

Current Reality

Strategic Priorities

Action Plan

Strategic Planning Elements

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Graduate Review

2011-2012 Needs

Continuous programmatic improvement and a more uniform sense of collegiality

Rigorous 3rd Year reviews of junior faculty

“Faculty and staff are encouraged to think creatively and embark on a new phase of development to change the nature and scope of operations.”

“Determine whether the pedagogy, course content and course sequencing best support student learning outcomes.”

Interim Review Planned for 2016-20174

Recommendation 6 & Suggestion 5: Program Improvement; “Uniform” Collegiality

It is critical that the Director of the Institute, with the support of the Chancellor of the University, ensures that transparent, collegial discussions occur without the fear of repercussions on the junior faculty.The Institute of Technology faculty, together with UW-Tacoma administration, should use the next retreat as an opportunity to examine the underlying dynamics that are constraining continuous programmatic improvement and a more uniform sense of collegiality.

Suggestion 7: Entrepreneurship

The faculty may want to explore cooperative curricula with the Milgard School of Business to provide explicit entrepreneurship education to technical majors.

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What will the Institute of

Technology offer and how will it be organized to best serve the students and community in

2020?

Students

Industry

Other Institutions

UW Campuses

City

Faculty

Staff

UWT

Focus Question and Stakeholder

List

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Focus Question

What will the Institute of Technology offer and how will it be organized

to best serve the students and

community in 2020?

Primary Stakeholders

SecondaryStakeholders

UWT

Institute Faculty & Staff

STEM Outreach

Admissions & Advising Center Staff

JBLM

Industry

Communities (Tacoma, South Sound…)

Federal & State Govts.

Other UW campuses

Other Academic Institutions

Students

Focus Question and Stakeholder

List

A Possible Strategic Planning Process

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Whole Group

Design Group

Whole Group

Design Group

Implemen-tationYes!

N

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Managing Change & Transition

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LEADERSHIP IS THE ABILITY TO PRODUCE

CHANGE

Strategy and Change go…

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It’s hard work we do whenever we seek to raise an idea from the dark recesses of germination into the light of day.

M. Allen Cunningham, author

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Changes of any sort succeed or fail on the basis

of whether the people affected do things

differently.

Bill

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Marv

We change as we have face-to-face contact with others and receive new information.

We change as we listen and respond in new ways, hearing ourselves say things we never said before.

We change when we think out loud with those whose actions affect us.

What are the characteristics of well-

managed change?

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Why do people resist change?

It isn’t the changes that do you in, it’s the transitions.

Change is situational: the move to a new site, the retirement of the founder, …

Transition is psychological; a three-phase process people go through as they internalize and come to terms with the details of the new situation that the change brings about.

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The Transition Curve

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DenialAnger

Resentment

Fear

Depression

Disorientation

CommitmentReconnecting

Re-envisioning

Rebuilding

ResistanceDisenchantment

Disappointment

Bargaining

Emerging acceptance

ExplorationOpenness to trying

Two-steps ahead, one-step back

Focus Externally

Focus on the Future

Focus on the Past

Focus on Self

BILL BRIDGES’ TRANSITION MODEL

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New Beginnings

Endings

Neutral Zone

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Hey, gang: Let’s change the peer observation process!

Better Teaching

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New Institute Peer Observation Process

What you do that’s really effective. Keep on doing it!

>

>

>

What you could do that would make you even more effective.

>

>

>

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Purpose

Picture

Plan

Part to play

Try these with a change we’re planning.

New Beginnings

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And to make an end, is to make a beginning.

The end is where we start from.T. S. Eliot

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EndingsWhich of these ideas are most relevant to changing the peer

observation process?

1. “You have to end before you begin”2. Expect over-reaction3. Acknowledge losses openly and sympathetically4. Identify what is changing, what is remaining the same5. Expect and accept grieving: Anger, sadness, anxiety, confusion, denial6. May experience some excitement7. Compensate for the losses in some way8. Mark the endings9. Treat the past with respect10. Give people information, and do it again and again11. Show how endings ensure the continuity of what really matters

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Even cowards can endure hardship; only the brave can endure suspense.

Mignon McLaughlin

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Neutral ZoneHow would you use these ideas in helping implement changes to the peer observation process?

1. See as a difficult but creative time, a time for sorting out2. Consider what no longer serves us well3. Normalize the neutral zone4. Redefine it; seek new metaphors5. Create temporary systems6. Strengthen connections within the group7. Use a transition monitoring team8. Use the neutral zone creatively:

Experiment Train on discovery and innovation Embrace losses, setbacks, or disadvantages as entry points for new

solutions Brainstorm new answers to old problems Plan retreats, surveys and suggestion campaigns Make time to take stock and question the usual

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The 3 Questions

What’s changing?

What will be different as a result?

Who’s losing what?

Answer these questions for the change we’re planning.

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What did you lear

n toda

y?

Thank you!

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