IR 101: Communication and Negotiation Skills for IR · IR 101: Communication and Negotiation Skills...
Transcript of IR 101: Communication and Negotiation Skills for IR · IR 101: Communication and Negotiation Skills...
IR 101: Communication and Negotiation Skills for IR
November 6-8, 2019
Monterey Bay
Kristina Powers, PhD – Institute for Effectiveness
Paula Krist, PhD – University of San Diego
Waddell Herron, PhD – California State University Office of the Chancellor (Emeritus)
Leeshawn Moore, PhD – University of LaVerne
Handout available at www.instituteforeffectiveness.org
Services > Higher Ed Influencer > Big Ideas
CLICK TO EDIT MASTER TITLE STYLEYOU MAY BE INTERESTED IN THIS SESSION IF . . .
You want to identify and develop non-technical skills to
facilitate the changing role of IR.
You need to better understand the “big
picture” of the institution
You want to communicate with
institutional leadership effectively
CLICK TO EDIT MASTER TITLE STYLETHIS PRESENTATION WILL INCLUDE
Why Communication and Negotiation?
Multiple institutional examples
Questions/Discussion
Why Communication and Negotiation?
CLICK TO EDIT MASTER TITLE STYLEINSTITUTE FOR EFFECTIVENESS
IEHE works with institutions and individuals to capitalize on data to
elevate the effectiveness of the work they are doing.
✓ Resource Reinforcement
✓ Capability Building
✓ Effectiveness Enhancement
✓ Higher Ed Influencer
CLICK TO EDIT MASTER TITLE STYLECOMMUNICATION AND NEGOTIATION
Negotiation is about understanding what each party is interested in and
finding a common middle ground.
New academic program approvals• Faculty Senate
• Provost
• Board of Regents/Trustees
• Accreditor
You need to work with people who do not report
to you and motivate them to help you accomplish
your goals.
Negotiate
CLICK TO EDIT MASTER TITLE STYLEIR AS A NEGOTIATOR SHOULD…
Remember timing matters
IR Application
New program
proposals should
consider supply
and demand –
which depends
upon timing.
CLICK TO EDIT MASTER TITLE STYLEIR AS A NEGOTIATOR SHOULD…
Remember timing matters
Identify the other person’s goals IR Application
Development of
a successful
program and
avoidance of
future problems.
CLICK TO EDIT MASTER TITLE STYLEIR AS A NEGOTIATOR SHOULD…
Remember timing matters
Identify the other person’s goals
Never waste a voice opportunity
IR Application
Ask other
questions about
the process to
gather
information that
will lead to a
better proposal.
CLICK TO EDIT MASTER TITLE STYLEIR AS A NEGOTIATOR SHOULD…
Remember timing matters
Identify the other person’s goals
Never waste a voice opportunity
Be “present” at the negotiation meetings
IR Application
We are pulled in
many directions
at a time but pay
attention to the
details.
CLICK TO EDIT MASTER TITLE STYLEIR AS A NEGOTIATOR SHOULD…
Remember timing matters
Identify the other person’s goals
Never waste a voice opportunity
Be “present” at the negotiation meetings
Listen.
IR Application
Identify a person’s
subject matter
expertise and
how to integrate
it beneficially.
CLICK TO EDIT MASTER TITLE STYLEIR AS A NEGOTIATOR SHOULD…
Remember timing matters
Identify the other person’s goals
Never waste a voice opportunity
Be “present” at the negotiation meetings
Listen
Realize a little win is still a win
IR Application
Focus on
continuous
improvement.
It is still
improvement.
CLICK TO EDIT MASTER TITLE STYLETRANSLATE DATA FOR AUDIENCES
❖ Consider audience needs,
varying definitions, and
political implications.
❖ You may not be delivering
the data in person.
❖ Audiences consume data
and information without
the creator.
Current or Prospective Students/ Parents
Institutional Leadership
Community Leaders
Legislators
CLICK TO EDIT MASTER TITLE STYLECOMMUNICATE DATA FINDINGS
❖ Communicate via face-to-face meetings with departments, publishing
findings in reports, and on IR website.
CLICK TO EDIT MASTER TITLE STYLEBE A DATA STEWARD
❖ Facilitate and promote data use
by making data available and
easy to use.
❖ Encourage the perception of IR
as data collector, not owner.
Handout available at www.instituteforeffectiveness.org
Services > Higher Ed Influencer > Big Ideas
Perspectives – Paula Krist
CLICK TO EDIT MASTER TITLE STYLEPERSPECTIVES – UNIVERSITY OF SAN DIEGO
About University of San Diego …
❖ Private Roman Catholic institution
❖ More than 9,000 students (6,000 undergraduates)
❖ Institutional Research & Planning
✓ Strategic Planning support; President’s Cabinet
✓ Facilitates institutional collaboration
CLICK TO EDIT MASTER TITLE STYLECOLLABORATION – CRUCIAL TO “GETTING IT” DONE”
❖ Problem solving
✓Begins with good problem identification
✓Include institutional wisdom
❖ Identify the key players and/or stakeholders
❖ Structure the solution
✓Convene initial meeting of stakeholders
✓Map out timeline
CLICK TO EDIT MASTER TITLE STYLEEXAMPLE – CHANGING A PROCESS FOR STUDY ABROAD
❖ Problem – Study abroad courses get onto student records after fall census. This can impact:✓ accurate data, records, counts
✓ student advising, timely graduation
❖ Stakeholders:
✓ International Center
✓ Registrar
✓ Information Technology Services
✓ Institutional Research & Planning
CLICK TO EDIT MASTER TITLE STYLEEXAMPLE – CHANGING A PROCESS FOR STUDY ABROAD
❖ Understand the problem and scope
❖ Structure the solution
✓ Convene initial meeting of stakeholders
✓ Map out timeline
▪ What can be done immediately?
▪ What resources are needed?
❖ Nurture the Process
✓ Ensure that collaborators feel valued
CLICK TO EDIT MASTER TITLE STYLENURTURE YOUR NEGOTIATING TOOLKIT
❖ Enlist institutional wisdom
✓ Develop a “go to” list of individuals who have experience and perspectives that can allow a better understanding of:
Why things are the way they are.
What can be done to solve the issue.
❖ Build relationships
❖ Be brave
❖ Document, document, document
Handout available at www.instituteforeffectiveness.org
Services > Higher Ed Influencer > Big Ideas
Perspectives – Waddell Herron
CLICK TO EDIT MASTER TITLE STYLEPERSPECTIVES – CALIFORNIA STATE UNIVERSITY
About California State University . . .
❖ Public university system
❖ 23 campuses
❖ Over 481,000 total enrollment, Fall 2018
❖ Nearly 53,000 staff and faculty
❖ Over 3.7 million alumni
CLICK TO EDIT MASTER TITLE STYLEDO YOUR HOMEWORK
Identify key people at your institution who are, and/or have direct links to, decision-makers.
Review past institution master plans, Board/Trustees decisions, etc., for historical perspective and context.
If possible, monitor/live stream Board/Trustee meetings to be aware of sudden or emergency IR data requests.
CLICK TO EDIT MASTER TITLE STYLETEACH AS WELL AS PREACH THE VALUE OF IR DATA
In other words . . . don’t reinvent the wheel.
Develop a workshop to train colleagues, constituents, and key decision-makers on how to use the IPEDS online tools and data.
Develop (in conjunction with HR) an IR related workshop for new employees highlighting existing institution data resources.
Before addressing new data requests, visit requestor(s) to review existing institutional data sources that could meet their needs.
CLICK TO EDIT MASTER TITLE STYLENO DATA REQUEST IS TOO MUNDANE
❖ You are assigned by the IR Office to address the Provost’s request for
data for a very low level/priority project/presentation.
❖ Your time and attention to the project produces a report deemed
valuable by the Provost.
❖ When pressed for future major institutional
reports/presentations, you (IR Office) become
the immediate “go-to” source.
CLICK TO EDIT MASTER TITLE STYLEIF OPPORTUNITY KNOCKS, ANSWER THE DOOR
❖ At 7:15 a.m., the President tries to find the AVP who oversees the IR office to
assist him/her in addressing an immediate data concern.
❖ By coincidence (and schedule), you are the only person present in your IR unit at
that time of day, much to the chagrin of said president. When (reluctantly) the
president asks if you are familiar with his/her data problem issue, you respond,
“Yes.”
❖ You complete the President’s data request and present him/her a report ASAP.
❖ Now, knowing your schedule and familiarity with the institution’s data, the
president bypasses the AVPs office and comes directly to you for future early
morning data inquiries/emergencies.
CLICK TO EDIT MASTER TITLE STYLEOWN THE RESPONSIBILITY & POWER OF YOUR POSITION
❖ If everyone at your institution knows they have to come to the IR
Office for their data needs, then insist such recognition be
acknowledged in any and all final summaries, presentations, and other
decision-making reports using the data.
❖ Be prepared to address/refute “rogue” institutional reports conducted
without verifiable IR data, but presented as such.
❖ Recognize that IR data is the “gold standard” for any institutional
assessment, and should be valued, respected, and utilized accordingly.
Perspectives – Leeshawn Moore
CLICK TO EDIT MASTER TITLE STYLEPERSPECTIVES – UNIVERSITY OF LA VERNE
About University of La Verne. . .
Private, not-for-profit university.
Hispanic Serving.
More than 8,000 students (over 3,000
traditional aged undergraduates and
adult learners)
Institutional Research
✓ Student Success Research; Co-Chair Data Governance
✓ Coordinates data response team
CLICK TO EDIT MASTER TITLE STYLEGETTING OFF ON THE RIGHT FOOT
IR moves
back to
Academic
and
Student Affairs
Negotiate with Provost’s Office about work/life balance
IR Road Show to key leaders before presentations
Insist on calendar of data requests/PDFs of data to control possible data changes
CLICK TO EDIT MASTER TITLE STYLETOOL-BOX FOR ADDED NEGOTIATING SUCCESS
Active listening
Advance meetings with key stake holders/leaders
WIFT – What’s In it For Them
Questions and Discussion
Handout available at www.instituteforeffectiveness.org
Services > Higher Ed Influencer > Big Ideas