When it comes to the future of higher education, there are as many different opinions as there are stakeholders. But there is one thing deans, presidents, faculty, staff, students, and parents can agree on: change is needed. Change Leadership in Higher Education starts with this understanding. Instead of presenting yet another opinion about what to change, Jeffrey Buller addresses how leaders can create a culture of change in colleges and universities of every size and structure.
Today's "next big thing" may be tomorrow's aging fad. In Change Leadership in Higher Education, readers are introduced to a whole new framework for viewing change, along with the tools they'll need to take advantage of real possibilities rather than simply jumping on the latest bandwagon. The examples in this book show that the most effective leaders in higher education are more concerned with encouraging innovation and creativity than they are with mandating any specific vision. To do this, leaders need to move from strategic planning to organic, forward–thinking leadership. Change Leadership in Higher Education is a highly accessible resource for making this crucial transition.
Colleges and universities have a long–honored reputation as places where new ideas can take root and grow, eventually improving society as a whole. As new technologies, demographic changes, and shifting social structures introduce new components to the world of higher education, academic leaders at all levels have a unique opportunity to adapt the process of change. Through theoretical models of change and practical, real–world success stories, Change Leadership in Higher Education will show you how to lead an institution that will thrive for years to come.
About the Author ix
Chapter 1 The Only Thing We Have to Change Is Change Itself 1
Chapter 2 Reframing Change 29
Chapter 3 Determining the Need for Change 55
Chapter 4 From Change Management to Change Leadership 81
Chapter 5 Why Strategic Planning Doesn t Work 103
Chapter 6 Creating a Culture of Innovation 131
Chapter 7 Leading Reactive Change 155
Chapter 8 Leading Proactive Change 175
Chapter 9 Leading Interactive Change 195
Chapter 10 Organic Academic Leadership 217