|
|
|
|
 |
|
March 2003, Volume 16, Number 1, Pages 39-53
|
|
|
|
|
Table of contents Previous Full text Next PDF
|
|
|
|
| Article |
|
| Key Strategies for Making New Institutional Sense: Ingredients to Higher Education Transformation |
|
| Peter D Eckela and Adrianna Kezarb |
|
aAmerican Council on Education, One Dupont Circle, NW, Suite 800, Washington, DC 20036, USA. E-mail: Peter_Eckel@ace.nche.edu, www.acenet.edu
bUniversity of Maryland, College Park, USA
|
|
|
| Abstract |
| Transformational change forces institutions to adopt new conceptual frameworks, beliefs and meanings. This study investigates the strategies used to bring about institutional change that likely leads to new organizational sense-making. Through a qualitative investigation at six US colleges and universities, it identified key strategies that led to the adoption of new mental models, including ongoing conversations, processes to develop a set of concrete concepts, the use of cross-departmental working groups, public presentations, faculty and staff development opportunities, and the involvement of outsiders.
Higher Education Policy (2003) 16, 39-53. doi:10.1057/palgrave.hep.8300001 |
|
| Keywords |
| institutional change; academic management; leadership; social cognition; sense-making |
|
|
|
Table of contents Previous Full text Next PDF
|
|
|
|
|
