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INSIGHTS
We regularly produce new content or connect you to others' helpful resources to help you transform your campuses.
The Hope Framework
Co-create organizational change by cultivating hope. Hope is a cognitive process, a way of thinking about something in your future. As a framework, hope can be broken down into three key parts: goal, pathway, and agency. In this sense, will power and way power combine to achieve a desired outcome. We experience hope when:
1) We have the ability to set realistic goals.
2) We can figure out how to achieve those goals.
3) We have agency and believe in our capabilities.
1) We have the ability to set realistic goals.
2) We can figure out how to achieve those goals.
3) We have agency and believe in our capabilities.
Middle Managers: Change Resisters? Change Saboteurs? Or Simply (and Understandably) Confused?
If you want to achieve organizational change amidst an already tumultuous decade, support your middle managers by helping them make sense of their role in the context of that change to avoid falling victim to the Great Resignation and losing key talent. Also, check on your female and racially marginalized middle managers; the equity-related trickle-down effects of top-down change leadership is too often overlooked.
From Strategy to Everyday Practice
To achieve transformational change, IHEs must weave the essence of the initiative into the fabric of organizational operations – even the seemingly mundane ones. Colleges and universities’ well-intentioned reforms fail at a rate of more than 70%. In my experience and research, this is not the result of bad ideas or resistant employees; rather, we miss crucial intermediary steps in between strategy and localized action.
Blog: Using Simple Data to Inform Student Success Reforms: One Institution's Starting Point for Enhancing Student Success
After analyzing the student body and examining disaggregated success metrics, it became evident that the structure and systems that existed at the College were not serving the students of today and a major transformation was imminent. With the goal of changing the way students become attracted to and progress through the College’s academic programs, WCTC has activated a new academic calendar and a revitalized model for student support. This webinar walks the audience through the three simple but often overlooked questions WCTC asked itself and the revelations their close examination unveiled.
Video: Using Simple Data to Inform Student Success Reforms: One Institution's Starting Point for Enhancing Student Success
With the goal of changing the way students become attracted to and progress through the college’s academic programs, an institution launched a new academic calendar that features more but shorter terms and year-round attendance, as well as redesigned models for instructional delivery and student support service provision. Just three simple, but often overlooked, questions informed seismic shifts in the way the college served their non-traditional students.
Blog: Preparing the College for Institutional Change: One Institution's Journey of Generating Institutional Readiness
Learn how one institution's VP of Student Services and VP of Academic Affairs facilitated a data-informed systems-approach to successfully prepare their institution to evolve from a stagnant, outdated college to one that is responsive to and ready for the students it serves.
Video: Preparing the College for Institutional Change: One Institution's Journey of Generating Institutional Readiness
It’s one thing to reimagine your institution and dream about the outcomes redesigned structures and systems could bring; it’s an entirely different—and, quite frankly, overwhelming—thing to recognize the amount of work and complexity of the journey ahead. Although you might feel confident about the possibilities of your new initiative, how do you ready your institution for significant change? Hear how one institution prepared the whole college to engage in a significant transformation despite factors such as initiative fatigue, substantial turnover in executive leadership, perpetually low enrollment, and systemic budget shortfalls.
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