Table of Contents

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