the building blocks of smart change tm © linda baer, mn state colleges and universities ann hill...
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The Building Blocks of Smart ChangeTM
© Linda Baer, MN State Colleges and UniversitiesAnn Hill Duin, University of Minnesota
Gary Langer, MN State Colleges and Universities
National University Telecommunications Network 2008 Annual Event
Park City, Utah
“Scarcely anything material or established which I was brought up to believe was permanent and vital, has lasted. Everything I was sure or taught to be sure was impossible, has happened.”-- Sir Winston Churchill
Workshop Overview
1. Understand change
2. Build the case and capacity
3. Manage the change
4. Assess the change
Smart Change Process
What structure will maintain and sustain the initiative?
What reports will be used to share initial progress?
What documentation will detail the transformative goals?
What plan will lead to the development of transformative goals?
Transformative Goals
Who will share accountability for launching/assessing it?
Who will share responsibility for managing the initiative?
Who will share responsibility for development of the initiative?
Who will work together to share goals, expectations?
Shared Leadership
How will you use campus and community resources?
How will you get ongoing input for continuous development?
How will you develop trust and foster information exchange?
How will you engage the organization and community?
Engagement
Assess the Change
Managethe Change
BuildCapacity
Developthe Case
Understand Change
Perceptions of Change Problem?
Negative value To be resisted Incremental Episodic Anti-Status quo Individualistic To be contained
Asset? Positive core value Continuous Intentional Based on culture of
inquiry Systemic To be embraced
Smart Change is being smart about change. It…
• Focuses on the future through Leading over lagging indicators Principles over practices Scenarios over environmental scans Evidence over anecdote Leadership over management Continuous over episodic improvement Communication over sound bites System over silos Partnership over competition
Understanding dimensions of change
Routine
Reform
Transform
Routine Change
Sustains the status quo Leadership is solo Scope is siloed Applies routine expertise to well defined problems Does not require leading indicators Focuses on policy compliance No clear change agent
Strategic Change Sustains the status quo Leadership is a team (horizontal org) Scope is bridged; units connect Improves productivity through
redesign and quality focus Leads to a “planned change”
culture Requires buy-in from upper
admin
Transformative Change Disrupts the status quo Leadership is shared Scope is shared; unit boundaries blur Applies adaptive expertise to challenges Focuses on innovation Requires buy-in from many levels Requires leading indicators Anyone can be a change agent
Dimensions of Change--Consider Your e-Learning Change Initiative
Transformative Change
Strategic Change
Routine
Change
Initiative
Build the Case and the Capacity
Requires a well-defined toolkit of strategies for spearheading change.
One that fosters and uses 21st century skills to find solutions to important problems.
Values change as a core asset. Implements change based on key principles
Campus and community engagement Shared leadership practices Transformative goals
Next Generation Organization
www.kwfdn.org/map/
Exercise (example)
International/Global higher education partnerships
Need for global competencies
The world is flat!
Business and corporate partnerships
Life Long Learning is critical for success
Reskilling and retooling key to economic dev
Knowledge-age economy
Public/private/for-profit partnerships
Value-added educational opportunities across educational types
New opportunities, markets and competitors
2 and 4 year collaboration
Shared programs and services
Improved retention
Seamless career pathways
Demands for accountability and use of technology to expand access and reduce costs
Pre-K12 and higher education partnership
Education as public good
Models that lead to student access and success
Increasing enrollments and demands for new programs and services for students
SMART CHANGEPRINCIPLESTRENDS
Classical vs. Shared Leadership Classical
Identified by position in a hierarchy
Evaluated by whether the leader solves problems
Leaders provide solutions & answers
Distinct differences between leaders & followers
Communication is formal
SharedIdentified by quality of
person’s interactionsEvaluated by how well
people are working together
Leaders provide multiple means to enhance the process
Members are interdependent
Communication is criticalValues honesty and seeks
a common good
Attributes of (Shared) Leadership Past/future orientation in decision making Comfort with change Win-win orientation Comfort with interdependence Ability to trust Self-disclosure and feedback
Individual & Team Capacitylgpartnerships.com
Manage the ChangeCase Study: MinnesotaOnline
From Change Management Plan, Strategic Initiatives, Inc, 2006
Policies &Procedures
Collaboration
Quality Rubrics
WCETTransfer
Credit for Prior Learning
Programs & Services
Online ServicesQuality
MnTransfer
DARS
CAS
Technology & Capacity Minnesota State Colleges and Universities
Investments
SISD2L
PALS/MnLINK
DirectoryServices
Core Data
Online Support Center
RightNowD2L Help Desk
LORSmarthinking
Games & Sim
eTranscript
iTeach
Quality Matters
CENTSS
eCurriculum Grants
CourseRedesign
LearningObjects
MERLOT
NROC
Games/Simulation
Targeted Programs
eFolio
eAdvising
eCareer
eTutoring
eCommunity
ISEEK
eReference
LifePlan
Minnesota Online Council
RevenueSharing
Market RateTuition
Digital Resources
Peer Review
BPAC
Integrated Student Services
Corporate
elearning
Outreach &
Marketing
Global Opportuniti
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Next Gen Tools
Minnesota Online21st Century LearningOutcome
s & Metrics
Online Cost
Study
Assess the change
Dashboards and Analyticsfor Smart Change
Implement standard metrics and management tools Reality vs. Myth
Display strategic KPI (key performance indicators) in a concise, intuitive, “at-a-glance” format Get it vs. circular discussion
Provide a high level summary of underlying data that allows decision makers to monitor institutional performance at a glance
Sapp. (2007). A Next-Generation Dashboard for Managing the Future.Presentation to SCUP Annual Meeting, July.
Why do a Dashboard?
Monitor performance Compare trend & peer data Report accomplishments
“What you measure is what you get.” --Robert Kaplan and David Norton
Next Generation Analytics
Next generation analytics are like adding…. “global positioning system GPS to your car’s dashboard.”
Sapp. (2007). A Next-Generation Dashboard for Managing the Future.Presentation to SCUP Annual Meeting, July.
Measuring What We Value
Engagement Shared Leadership Transformative Goals
Focus on leading indicators A leading indicator signals a future event.
Measurable Targets needed changes
A lagging indicator is one that follows an event.
In your change initiative, Name a leading indicator (one that signals a
future event). Name a lagging indicator (one that follows an
event) .
IndicatorsLagging Seat time SCH Cost per FTE GPA Degrees awarded Parking spaces Tuition rates
Leading First year retention Registrations in
online courses Program value Access to networks Lifelong learning
support
Analytics for Smart Change
Focus on action analytics
Focus on assessment
Focus on data
Transformative change
Strategic Change
Routine Change
What are the metrics for e-Learning performance?
http://www1.umn.edu/systemwide/strategic_positioning/tf_metrics_measurement.html
Next Steps
Assess for results
Manage the change
Build the case and capacity
Understand change
Who’s ResponsibleFirst Steps
Please contact us
Linda Baer Minnesota State Colleges & Universities [email protected]
Ann Hill Duin University of Minnesota [email protected]
Gary Langer Minnesota State Colleges & Universities [email protected]