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Improvement Initiative Status Report and Transition Management Workshop

Improvement Initiative Status Report and Transition Management Workshop February 14, 2014 I Richard Wilkinson, AVC. AGENDA. Update on Strategic Planning Process Workshop on Managing Change and Transition. Strategic Planning Elements. Graduate Review.

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Improvement Initiative Status Report and Transition Management Workshop

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  1. Improvement Initiative Status Report and Transition Management Workshop February 14, 2014 I Richard Wilkinson, AVC

  2. AGENDA Update on Strategic Planning Process Workshop on Managing Change and Transition

  3. Strategic Planning Elements

  4. Graduate Review Interim Review Planned for 2016-2017

  5. 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.

  6. 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.

  7. Focus Question and Stakeholder List

  8. Focus Question and Stakeholder List Secondary Stakeholders Primary Stakeholders JBLM Students UWT • Focus Question • What will the Institute of Technology offer and how will it be organized to best serve the students and community in 2020? Industry Institute Faculty & Staff Communities (Tacoma, South Sound…) Admissions & Advising Center Staff Federal & State Govts. STEM Outreach Other UW campuses Other Academic Institutions

  9. A Possible Strategic Planning Process Whole Group Whole Group Implemen-tation Design Group Yes! Design Group N

  10. Managing Change & Transition

  11. Leadership is the ability to produce change

  12. Strategy and Change go…

  13. 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

  14. Changes of any sort succeed or fail on the basis of whether the people affected do things differently. Bill

  15. 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. Marv

  16. What are the characteristics of well-managed change?

  17. Why do people resist change?

  18. It isn’t the changes that do you in, it’s the transitions. Changeis situational: the move to a new site, the retirement of the founder, … Transitionis 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.

  19. The Transition Curve Focus Externally Focus on the Future Focus on the Past Focus on Self

  20. Bill Bridges’ Transition Model

  21. New Beginnings Neutral Zone Endings

  22. Better Teaching Hey, gang: Let’s change the peer observation process!

  23. 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. > > >

  24. New Beginnings Purpose Picture Plan Part to play Try these with a change we’re planning.

  25. And to make an end, is to make a beginning. The end is where we start from. T. S. Eliot

  26. “You have to end before you begin” • Expect over-reaction • Acknowledge losses openly and sympathetically • Identify what is changing, what is remaining the same • Expect and accept grieving: Anger, sadness, anxiety, confusion, denial • May experience some excitement • Compensate for the losses in some way • Mark the endings • Treat the past with respect • Give people information, and do it again and again • Show how endings ensure the continuity of what really matters EndingsWhich of these ideas are most relevant to changing the peer observation process?

  27. Even cowards can endure hardship; only the brave can endure suspense. Mignon McLaughlin

  28. See as a difficult but creative time, a time for sorting out • Consider what no longer serves us well • Normalize the neutral zone • Redefine it; seek new metaphors • Create temporary systems • Strengthen connections within the group • Use a transition monitoring team • 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 Neutral ZoneHow would you use these ideas in helping implement changes to the peer observation process?

  29. What’s changing? What will be different as a result? Who’s losing what? Answer these questions for the change we’re planning. The 3 Questions

  30. ? What did you learn today

  31. Thank you!

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