Dive Brief:
- Brent Ruben and Ralph Gigliotti at Rutgers University have developed a five-by-five matrix for organizational change that can help institutional leaders think about, and implement, change.
- For eCampus News, Ruben and Gigliotti write there are five stages for effecting change — drawing attention to and clarifying the need for it, engaging relevant stakeholders, committing to the process, taking action, and integrating the change into the culture of the organization.
- Five cross-cutting factors that should be considered in every stage are planning, leadership, communication, a focus on culture, and assessment.
Dive Insight:
The higher education business model is changing. Students are demanding new things, as are policymakers at the federal and state levels. The colleges that are the most flexible can adapt and continue to thrive. This requires a culture that expects, and even celebrates, change. Creating that culture, of course, is part of Ruben and Gigliotti’s model, specifically during the engagement and integration stages.
One writer is concerned higher education administrators are too preoccupied with the present to plan for the future. He suggests these leaders step back from the demands of now to consider the changes that are necessary long-term. This type of strategic thinking would serve any institution.