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Lately I’ve been writing a lot about the problems with higher education. Today, I want to discuss solutions. Unfortunately, there’s no quick fix - most of the problems in higher education stem from deeply embedded culture and culture is the hardest thing to change in any organization.
Top-Down - Let’s just acknowledge right off the bat that the most effective way to change the culture of any organization is from the top with your seni
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Comments
01.23.09
" If you have credibility with people in the upper levels of your organization."
This is the big item. If you don't have any credibility, nothing you say matters. Perhaps your next post might be on how to get the credibility you need to get senior management on board with any changes you see necessary. The one after that might be on how to win over older co-workers and enlist their help, so they don't sabotage your efforts.
01.23.09
Credibility takes time to build. The best way to do it is not to be the young upstart that they feel the instant need to rebel against - pay your dues and try to see it from the other person's point of view. Above all, be really good at your job. People will notice.
01.23.09
I agree with you that there are many problems in higher ed, just as there are in many organizations today. And honestly, I've no clue how to go about changing the culture. Good post.
01.25.09
As someone who works in Higher Ed, I can tell you that Top down change does not work. Bottom up change also doesn't work.
The higher ups need to be on board, and at least someone of us underlings needs to be on board too. The problem is the entrenched middle that's been there for years, those that rose through the system, and have developed bad habits that they won't give up, until they retire that is.
There are people that come into the organization with the current culture, and there are others that come in with a newer attitude. Those with the newer attitude (in other words desired characteristics), either leave because they get sick of the culture that they can't change, or they comply with what's going on to keep their sanity (whether they compromise their values or not, that's another issue).
The only way to get academia to change is to:
1. Have support from higher ups - follow through with the vision and mission of the place in new ways
2. Nurture those younger underlings that come into the organization so that they neither leave nor become jaded.
3. Slowly but surely get rid of the old timers that won't change by encouraging retirement or putting them in places where their habits can't hurt progress. The people in my institution are less than 10 years from retirement. Retirement may not be feasible. Changing their position might seem like a demotion and thus you create negative conditions and possible disgruntlement.
Some people have a skillset that can be used effectively. I know a person that no matter how many times you tell him that A-->F is more efficient, he will still waste his time going A-->B-->C-->D-->E-->F. Just let him be a little inefficient, let him solve the problem his way, wait for him to retire, but at the same time prevent newer hires from being inefficient - teach them the A->F method.
Marginalizing and disrespecting employees that have been there for a while is a bad idea both for the employee affected and the organization.
01.25.09
I completely agree that top-down doesn't work, but unfortunately this climate has instilled much fear into the hearts of organisations, that the people at the top are enforcing more authoritarian management styles, veering away from a looser leadership structure in fear of losing precious time and money. In other words, when we're afraid of losing control, we tighten our grip.
But change is indeed possible and it must come from the top. Leaders must lead by example. In the darkness of uncertainty and fear, people will follow a strong and consistent light. And you're right, it's more effective to act one's way into a new way of thinking, rather than to think one's way into a new way of acting.
A great way to maintain the new culture is definitely to 'scream it from the rooftops'. One way is to create cultural myths, stories involving a real life protagonist embarking upon a journey (within the organisation) and attaining a 'treasure' representing the culture.
Organisations are afraid, feeling trapped by their circumstances. The only way change can happen is for leaders to realise that they have a choice, that they can choose to be trapped, or choose to change.
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