When Culture and Change Collide in Higher Education: A Case Study at One University

Autor/inn/en	Petersen, Steven A.; Bartel, Susan M.
Titel	When Culture and Change Collide in Higher Education: A Case Study at One University
Quelle	In: Administrative Issues Journal: Connecting Education, Practice, and Research, 10 (2020) 2, S.46-59 (14 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	2153-7615
Schlagwörter	Educational Change; Universities; Organizational Culture; Higher Education; College Administration; State Universities; Rural Areas; Models; Organizational Communication; Teaching Methods; COVID-19; Pandemics; Online Courses; Case Studies; College Faculty; Instructional Leadership; Program Development; Teacher Attitudes + Suchen Sie Ihr Suchwort? Bildungsreform; University; Universität; Unternehmenskultur; Hochschulbildung; Hochschulsystem; Hochschulwesen; College administrators; Hochschulverwaltung; Staatliche Universität; Rural area; Ländlicher Raum; Analogiemodell; Teaching method; Lehrmethode; Unterrichtsmethode; Online course; Online-Kurs; Case study; Fallstudie; Case Study; Fakultät; Instruction; Leadership; Bildung; Erziehung; Führung; Programmplanung; Lehrerverhalten
Abstract	Leaders in higher education regularly find themselves at the intersection of change, torn between their institution's history and culture, the intrinsic value of education, market needs, and the desires of alumni, current, and prospective students. Higher education is often labeled reluctant to change, and many believe any change initiative not aligned with the institution's culture is almost certain to fail. This study provides evidence that leaders in higher education can implement change that is incongruent with organizational culture while maintaining harmony among the institution's ideals and constituents. University X, a medium-sized, highly regarded public institution located in a rural area, implemented its first fully online degree program, which was widely perceived as being incongruent with the organization's culture. A detailed analysis of eight environmental factors and an adaptation of Kotter's (1996) eight-step change model contributed to the overall success of this change. The keys to implementation were developing an in-depth understanding of the culture while ensuring there was both a need for change and adequate support among stakeholders. Developing a group to champion and sustain the initiative was also critical. The common thread throughout the entire change process was the frequent and effective communication maintained by the organizational leaders. The culture shift initiated by the change also allowed the institution to move quickly to transition to alternative teaching methods during the COVID-19 pandemic of 2020. (As Provided).
Anmerkungen	Southwestern Oklahoma State University. 100 Campus Drive PAX 208, Weatherford, OK 73096. Tel: 580-774-7175; Fax: 580-774-7020; e-mail: aij@swosu.edu; Web site: https://aij.scholasticahq.com/
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2024/1/01