creating a culture of continuous improvement on a ... · clarification and insight to creating a...

Creating a Culture of Continuous Improvement on a University Campus Through

Kotter’s 8-Step Change Model

Melissa Crews | Department of Higher Education and Learning Technologies, Texas A&M-University-Commerce

Dr. Shonda Gibson | Executive Director of Institutional Effectiveness and Research, Texas A&M University-Commerce

Dr. Dan Su | Director of Institutional Research, Texas A&M University-Commerce 1

Introduction & Background

• Increasing Pressure (Olsen & Scholl, 2014).

• Institutional Effectiveness Processes (Eaton, 2001, p. 1).

• Onerous / Burdensome (Head & Johnson, 2011).

• Hostile Environment

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TAMUC’s Regional Accreditor

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Documenting Institutional Effectiveness at TAMUC

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Texas A&M University-Commerce, (2016).

Case Study • Purpose & Methodology: A case study of Texas A&M

University-Commerce’s submission status of 349 institutional effectiveness documents for academic year 2015-16 and the university’s subsequent measures following Kotter’s 8-Step Change Model to improve submission status, can provide clarification and insight to creating a culture of continuous improvement.

• Participants: Faculty and Staff in each Academic Program and Divisional Support Unit, Department Heads, Direct Supervisors, members of the IE Leadership Team, Deans, and Vice Presidents

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TAMUC Submission Status of 349 IE Documents

What is Kotter’s Model?

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1 • Create a sense of urgency

2 • Build a guiding team

3 • Get the vision right

4 • Communicate the vision for buy-in

5 • Empower action

6 • Create short-term wins

7 • Don’t let up

8 • Make change stick

Calegari, Sibley, & Turner (2015), Farakas, (2013).

Step 1

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Step 2

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Texas A&M University-Commerce, (2016).

Step 3

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Step 4

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Step 5

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Step 6

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Step 7

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Step 8

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Results TAMUC Submission Status of 349 IE Documents before

implementing Kotter’s 8 Step Change Model

TAMUC Submission Status of 379 IE Forms after implementing Kotter’s 8 Step Change Model

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Discussion

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References • Calegari, Sibley, & Turner. (2015). A roadmap for using Kotter’s organizational change model to

build faculty engagement in accreditation. Academy of Educational Leadership Journal, 19(3), p. 34-43. Retrieved from http://www.alliedacademies.org/articles/AELJ_Vol_19_No_3_2015.pdf

• Eaton, J. S. (2001). An Overview of U.S. Accreditation. Washington, DC: Council for Higher Education Accreditation. Retrieved from http://vizedhtmlcontent.next.ecollege.com/CurrentCourse/M4-Eaton-Overview%20of%20US%20Accreditation%2003.2011.pdf

• Farakas G. M. (2013). Building and sustaining a culture of assessment: Best practices for change leadership. Reference Services Review, 14(1), p. 13-31. Retrieved from http://www.emeraldinsight.com/doi/pdfplus/10.1108/00907321311300857

• Head, R. B., & Johnson, M. S. (2011). Accreditation and its influences on institutional effectiveness. New Directions for Community Colleges, 153(1), p. 37-52. Retrieved from http://vizedhtmlcontent.next.ecollege.com/CurrentCourse/Head.pdf

• Olsen, H., & Scholl K. (2014). Measuring student learning outcomes using the SALG instrument. Journal of Leisure Studies and Recreation Education, 29(1), 37-50. Retrieved from http://eds.a.ebscohost.com.proxy.tamuc.edu/eds/pdfviewer/pdfviewer?vid=3&sid=ce9ad035-0acc-42e0-94a6-a01263f845b4%40sessionmgr4005&hid=4208

• Texas A&M University-Commerce. (2016a). IE Forms review, approval, and signature process. Commerce, TX: Texas A&M University-Commerce. Retrieved from http://www.tamuc.edu/aboutUs/IER/documents/institutional-effectiveness/examples/Review%20Approval%20and%20Signature%20Process.pdf

• Texas A&M University-Commerce. (2016b). The institutional effectiveness process at A&M-Commerce. Commerce, TX: Texas A&M University-Commerce. Retrieved from http://www.tamuc.edu/aboutUs/IER/documents/institutional-effectiveness/explanations/The%20Institutional%20Effectiveness%20Process%20at%20TAMUC.pdf

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