Improvement Initiative Status Report and Transition Management Workshop
February 14, 2014 I Richard Wilkinson, AVC1
AGENDA
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1. Update on Strategic Planning Process
2. Workshop on Managing Change and Transition
Vision / Values
Current Reality
Strategic Priorities
Action Plan
Strategic Planning Elements
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Graduate Review
2011-2012 Needs
Continuous programmatic improvement and a more uniform sense of collegiality
Rigorous 3rd Year reviews of junior faculty
“Faculty and staff are encouraged to think creatively and embark on a new phase of development to change the nature and scope of operations.”
“Determine whether the pedagogy, course content and course sequencing best support student learning outcomes.”
Interim Review Planned for 2016-20174
Recommendation 6 & Suggestion 5: Program Improvement; “Uniform” Collegiality
It is critical that the Director of the Institute, with the support of the Chancellor of the University, ensures that transparent, collegial discussions occur without the fear of repercussions on the junior faculty.The Institute of Technology faculty, together with UW-Tacoma administration, should use the next retreat as an opportunity to examine the underlying dynamics that are constraining continuous programmatic improvement and a more uniform sense of collegiality.
Suggestion 7: Entrepreneurship
The faculty may want to explore cooperative curricula with the Milgard School of Business to provide explicit entrepreneurship education to technical majors.
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What will the Institute of
Technology offer and how will it be organized to best serve the students and community in
2020?
Students
Industry
Other Institutions
UW Campuses
City
Faculty
Staff
UWT
Focus Question and Stakeholder
List
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Focus Question What will the Institute
of Technology offer and how will it be organized
to best serve the students and
community in 2020?
Primary Stakeholders
SecondaryStakeholders
UWT
Institute Faculty & Staff
STEM Outreach
Admissions & Advising Center Staff
JBLM
Industry
Communities (Tacoma, South Sound…)
Federal & State Govts.
Other UW campuses
Other Academic Institutions
Students
Focus Question and Stakeholder
List
A Possible Strategic Planning Process
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Whole Group
Design Group
Whole Group
Design Group
Implemen-tationYes!
N
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Managing Change & Transition
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LEADERSHIP IS THE ABILITY TO PRODUCE
CHANGE
Strategy and Change go…
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It’s hard work we do whenever we seek to raise an idea from the dark recesses of germination into the light of day.
M. Allen Cunningham, author
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Changes of any sort succeed or fail on the basis
of whether the people affected do things
differently.
Bill
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Marv
We change as we have face-to-face contact with others and receive new information.
We change as we listen and respond in new ways, hearing ourselves say things we never said before.
We change when we think out loud with those whose actions affect us.
What are the characteristics of well-
managed change?
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Why do people resist change?
It isn’t the changes that do you in, it’s the transitions.
Change is situational: the move to a new site, the retirement of the founder, …
Transition is psychological; a three-phase process people go through as they internalize and come to terms with the details of the new situation that the change brings about.
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The Transition Curve
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DenialAnger
ResentmentFear
DepressionDisorientation
CommitmentReconnectingRe-envisioning
Rebuilding
ResistanceDisenchantmentDisappointment
BargainingEmerging
acceptance
ExplorationOpenness to tryingTwo-steps ahead,
one-step back
Focus Externally
Focus on the Future
Focus on the Past
Focus on Self
BILL BRIDGES’ TRANSITION MODEL
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New Beginnings
Endings
Neutral Zone
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Hey, gang: Let’s change the peer observation process!
Better Teaching
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New Institute Peer Observation Process
What you do that’s really effective. Keep on doing it!
>
>
>
What you could do that would make you even more effective.
>
>
>
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Purpose
Picture
Plan
Part to play
Try these with a change we’re planning.
New Beginnings
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And to make an end, is to make a beginning. The end is where we start from.
T. S. Eliot25
EndingsWhich of these ideas are most relevant to changing the peer observation
process?
1. “You have to end before you begin”2. Expect over-reaction3. Acknowledge losses openly and sympathetically4. Identify what is changing, what is remaining the same5. Expect and accept grieving: Anger, sadness, anxiety, confusion, denial6. May experience some excitement7. Compensate for the losses in some way8. Mark the endings9. Treat the past with respect10. Give people information, and do it again and again11. Show how endings ensure the continuity of what really matters
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Even cowards can endure hardship; only the brave can endure suspense.
Mignon McLaughlin
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Neutral ZoneHow would you use these ideas in helping implement changes to the peer observation process?
1. See as a difficult but creative time, a time for sorting out2. Consider what no longer serves us well3. Normalize the neutral zone4. Redefine it; seek new metaphors5. Create temporary systems6. Strengthen connections within the group7. Use a transition monitoring team8. Use the neutral zone creatively:
Experiment Train on discovery and innovation Embrace losses, setbacks, or disadvantages as entry points for new
solutions Brainstorm new answers to old problems Plan retreats, surveys and suggestion campaigns Make time to take stock and question the usual 28
The 3 Questions
What’s changing?
What will be different as a result?
Who’s losing what?
Answer these questions for the change we’re planning.
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What did you lear
n toda
y?
Thank you!
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