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

es© 200

7 M

inn

eso

ta S

tate

Co

lleg

es a

nd

Un

iver

siti

es

Portal

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 linda.baer@so.mnscu.edu

Ann Hill Duin University of Minnesota ahduin@umn.edu

Gary Langer Minnesota State Colleges & Universities gary.langer@so.mnscu.edu