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Leading teams to introduce meaningful change
Professor Sue Rigby, Deputy Vice Chancellor, University of
Lincoln
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www.lincoln.ac.uk
What do you need for meaningful change?
1. You need high level buy-in2. You need lots of ideas3. You
need to be comfortable with change
management4. You need to be a leader
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www.lincoln.ac.uk
You need high level buy-in
(and you need to buy-in)
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www.lincoln.ac.uk
Your new strategic plan -
• Creating Opportunity• Valuing Ideas• Enriching Society•
Connecting Globally• Empowering People
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5
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Green Paper
HEFCE → Office for StudentsKIS → existing data continuesQA →
risk based, metricated
approachNSS → key metric, changes in
2017
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GPA’s are worthless as a criteria for hiring, and test scores
are also worthless…we found they don’t predict anything
Five attributes –Learning ability
LeadershipIntellectual humility
Ownership/responsibility(Coding)
7
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www.lincoln.ac.uk
You need lots of ideas
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www.lincoln.ac.uk
Your new strategic plan -
• Creating Opportunity• Valuing Ideas• Enriching Society•
Connecting Globally• Empowering People
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Learning & Teaching Beyond the Formal Curriculum, Court, 2nd
July 20121010
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11
Innovative Learning Week11
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www.lincoln.ac.uk
Your new strategic plan -
• Creating Opportunity• Valuing Ideas• Enriching Society•
Connecting Globally• Empowering people
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13
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Peer Assisted learning
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www.lincoln.ac.uk
Your new strategic plan -
• Creating Opportunity• Valuing Ideas• Enriching Society•
Connecting Globally• Empowering People
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www.lincoln.ac.uk
-
www.lincoln.ac.uk
Your new strategic plan -
• Creating Opportunity• Valuing Ideas• Enriching Society•
Connecting Globally• Empowering People
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18
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19
Innovative Learning Week19
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www.lincoln.ac.uk
Your new strategic plan -
• Creating Opportunity• Valuing Ideas• Enriching Society•
Connecting Globally• Empowering People
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21
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Learning & Teaching Beyond the Formal Curriculum, Court, 2nd
July 20122222
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www.lincoln.ac.uk
You need to be comfortable with change management
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www.lincoln.ac.uk
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www.lincoln.ac.uk
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www.lincoln.ac.uk
You need to be a leader
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www.lincoln.ac.uk
An aside about project methodologies……
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Initiate
Operate,ROI
Close
Plan
Execute
Certainty
Time
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Goals/objectiveshighly ambiguous
0 100Goal Clarity
0 100Abstract concept
Goal Tangibility
0 100Only qualitativemeasures
Success Measures
0 100Highly subject to external influences
Project Permeability
0 100Exploration of manyalternative solutions
Number of Solution Options
0 100Facilitative practitioner, high stakeholder involvement
Participation & Practitioner Role
0 100Values relationships, culture and meaning, manages by
negotiationand discussion
Stakeholder Expectations
Goals/objectivesclearly defined
Physical artifact
Only quantitative measures
Not subject to external influences
Refinement of aSingle solution
Expert practitioner, no stakeholder participation
Values technical performance and efficiency, manages by
monitoring and control
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www.lincoln.ac.uk
Attributes
• Be a leader • Be scholarly, use benchmarks, reports etc• Own
mistakes• Empower others, and let go of the detail• Listen, and
respond to the content and the mood• Influence up and down• Be
patient and follow through• Follow through, don’t give up (but
sometimes do)
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www.lincoln.ac.uk
Sabotagers
• Lack of confidence• Fear of failure• Failure to listen•
Failure to communicate• Moving too fast
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