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Collaboration: Overcoming challenges and Redesigning for success. Adrianna Kezar. Overview. Ways to think about creating greater collaboration – 10 minutes Discussion of “general” change strategies –Bolman and Deal– 20 minutes Leadership without formal authority– 10 minutes
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Collaboration: Overcoming challenges and Redesigning for success Adrianna Kezar
Overview Ways to think about creating greater collaboration – 10 minutes Discussion of “general” change strategies –Bolman and Deal– 20 minutes Leadership without formal authority– 10 minutes Remaining time for questions
My Research/Background • Consortium work related to work I have done on encouraging collaboration– book on Organizing higher education for collaboration -- http://www.amazon.com/Organizing-Higher-Education-Collaboration-Leaders/dp/0470179368 • Presentation: http://www.youtube.com/watch?v=_2gg8lMgT1U
My Background • Several major studies of change last two decades – Kellogg Institutional Leadership and Transformation; Project Kaleidoscope – FIDL; ADVANCE; • Also, studies of leadership – college presidents, board members, and faculty and staff bottom up leaders
Creating a collaborative context • Higher education not organized for collaboration – siloed, bureaucratic, specialization, etc. • Rather than forcing collaboration into a siloed individualistic context – redesign • Whole infrastructure needs to be examined: • mission, vision, values; • create networks;
Organizing for collaboration • establish integrating structures; • alter rewards and create incentives; • capitalize on external pressures - NSF; • help people learn value of collaboration • Is a developmental process from building commitment, to placing structures to support to holding people accountable
How can you encourage Redesign and other changes • assessment of vision/type of change+ • assessment of culture+ • assessment of leadership team or coalition skills + • =strategy for change
Type of change or vision • Start with vision, but recognize different changes require different approaches • Agendas for change are political – some more so than others • Some threaten people’s values and identity • Deep change requires different strategies than tinkering – in higher education – working across campus collaboratively can be a deep change
Deep change • Sensemaking – studies of transformational change • Organizational self-discovery – data and assessment is key for this! • Facilitated interaction • Flesh out deeply held values, beliefs and fears
Assessment of culture • Change strategies work better when they match the cultural context • Changes themselves may challenge context, but approach should keep context in mind – part of strategy • How do I learn to assess context? • What is a cultural or climate audit? How is the same or different from the culture audit done to create our vision related to diversity?
Leadership and Change strategies: Four frames • To understand organizations from a variety of perspectives – summary of major organizational theories • To consider different change strategies • To analyze leadership styles and strategies of yourself and others (part of change formula) • To enhance one’s own set of leadership tools
Four frames • Structural frame – organization as factory • Human relations – as extended family • Political or advocacy – as arenas or contests • Symbolic – as tribes, theaters or carnivals
Structural frame • Rationality, formal roles and rules • Key concepts – roles, rules, goals, policies, technology, rationality, differentiation, integration • Key processes – division of labor and coordination of individual activities
Structural frame • Organizations exist primarily to accomplish established goals • A structural form can be designed and implemented to fit any particular set of circumstances • Organizations work effectively when environmental turbulence and personal preferences are constrained by norms of rationality
Structural frame • Specialization permits higher levels of individual expertise and performance • Coordination and control are essential to effectiveness • Problems originate from inappropriate structures or inadequate systems and can be resolved through restructuring or developing new systems
Human Relations frame • Fit between people and the organization • Key concepts – needs, skills, relationships, interpersonal interactions, fit, satisfaction • Key processes – tailoring the organization to meet individual needs
Human Relations frame • Organizations exist to serve human needs • Organizations and people need each other • When the fit is poor, both will suffer, individuals will be exploited, or seek to exploit organizations, or both • Human beings find meaningful and satisfying work, and organizations get human talents and energy – a good fit between both!
Political or advocacy frame • Organizations are coalitions of various individuals and interest groups • There are enduring differences among coalition members in values, beliefs, information, interests, and perceptions of reality • Most important decisions involve the allocation of scarce resources
Political and advocacy frame • Allocation of power and scarce resources • Key concepts – power, conflict, competition, positive politics, power base • Key processes – bargaining, negotiation, collation building, agenda setting
Symbolic frame • Organizations as tribe, theater and carnival • Key concepts – culture, symbols, ritual, ceremony, stories, heroes/heroines, myths, charisma • Key processes – common vision, attending to meaning, devising rituals, ceremonies and symbols
Symbolic frame • Symbols form a cultural tapestry or secular myths, rituals, ceremonies, and stories that help people find meaning, purpose and passion • Symbols embody and express the organization's culture – the interwoven pattern of beliefs, values, practices and artifacts that define for members who they are and how they are to do things
Leaders without formal authority use unique approaches • use existing campus networks and coalitions • garner external resources and support • createprofessional development opportunities • use data and research to tell a story • market their success
Leaders without formal authority use unique approaches • organize intellectual opportunities • partner with external stakeholders • leverage course curricula and using the classroom as a forum • partner with students
Considerations • capitalize on and being open to opportunities • assess whether the timing is right • identify translators to help them frame change initiative to others who think differently – come from a different campus subculture • sensitize those in power or resistors to the change initiative
Considerations • “Manage up”--those in subordinate positions in a hierarchy provide direction, support, and information so others help you lead • Secure membership on key committees • Utilize negotiation skills • Create coalitions with other initiatives with somewhat similar goals
Leaders without formal authority face resistance • Navigate resistance by – flying under radar, creating coalitions, creating internal and external network, obtaining allies in positions of power, modest changes, recognizing and naming resistance, and reframing issues
Summary • No recipe (but there is a formula) • Custom design strategies to fit vision, culture and context; and leadership skills • Combined and complex change approaches like Bolman and Deal; multi-faceted strategy • Know leadership strategies for those without formal authority
Questions • And thanks!