Table of Contents

Abstract

Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations

Distinctive Contribution

Focus of the Monograph

Audience

To Change or Not to Change?

Providing a Common Language for Understanding Organizational Change

What Is Organizational Change?

Diffusion, Institutionalization, Adaptation, Innovation, and Reform

Forces and Sources

Degree of Change

Timing of Change

Scale of Change

Focus of Change

Adaptive/Generative

Intentionality: Planned Versus Unplanned Change

Response Time: Proactive and Reactive

Active and Static

Target of Change: Change Process and Outcomes

Summary

Theories and Models of Organizational Change

Typology of Organizational Change Models

Evolutionary

Teleological

Life Cycle

Dialectical

Social Cognition

Cultural

Multiple Models

Summary

Appendix

Understanding the Nature of Higher Education Organizations: Key to Successful Organizational Change

Interdependent Organizations

Relatively Independent of Environment

Unique Organizational Cultures of the Academy

Institutional Status

Values-Driven: Complex and Contrasting

Multiple Power and Authority Structures

Loosely Coupled Structure

Organized Anarchical Decision Making

Professional and Administrative Values

Shared Governance System

Employee Commitment and Tenure

Goal Ambiguity

Image and Success

Summary

Higher Education Models of Change: Examination Through the Typology of Six Models

Evolutionary

Teleological

Life Cycle

Dialectical

Social Cognition

Cultural

Multiple Models

Summary

Research-Based Principles of Change

Promote Organizational Self-Discovery

Realize That the Culture of the Institution (and Institutional Type) Affects Change

Be Aware of Politics

Lay Groundwork

Focus on Adaptability

Facilitate Interaction to Develop New Mental Models and Sensemaking

Strive to Create Homeostasis and Balance External Forces with the Internal Environment

Combine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy, With Social-Cognition, Symbolic, and Political Strategies

Realize That Change Is a Disorderly Process

Promote Shared Governance or Collective Decision Making

Articulate and Maintain Core Characteristics 120

Be Aware of Image

Connect the Change Process to Individual and Institutional Identity

Create a Culture of Risk and Help People to Change Belief Systems

Realize That Various Levels or Aspects of the Organization Will Need Different Change Models

Know That Strategies for Change Vary by Change Initiative

Consider Combining Models or Approaches, As Is Demonstrated Within the Multiple Models

Summary

Future Research on Organizational Change

References