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Session Submission Summary

Thriving in Turbulent Times: Higher Education Leadership at a Crossroads

Sun, October 15, 10:45 to 11:45, SQUARE, Studio 316

Session Submission Type: Symposium

Short Description

The current climate that universities operate within presents multiple challenges, including expectations for improving results with reduced resources while student demographics change and government regulations shift. This symposium will present research on the change process in higher education, with a particular focus on adaptive change and helping higher education leaders thrive in difficult circumstances.

Detailed Abstract

The current environment of higher education globally presents an unprecedented level of challenges that range from rising costs, a changing student demographic, demands for accountability and affordability, increased government regulations, and decreased funding. During this tumultuous era, university administrators and faculty are expected to identify and implement positive and successful changes on an ongoing basis. Yet many politicians, commentators, and families question the capability of higher education institutions to change (Blumenstyk, 2014; Selingo, 2013; Zemsky, 2013).

This symposium will present research on the change process in higher education, with a particular focus on adaptive change—a response required of institutions and persons when the problem is significant enough that current capabilities will not allow resolution, so transformation is required (Kegan & Lahey, 2009). Successful adaptive change is required when deeply held beliefs are challenged, previously successful values and approaches become less relevant, or when competing perspectives have emerged (Heifetz & Laurie, 1997). The adaptive change model of Heifetz and colleagues will form the foundation of this symposium. Four common characteristics included in the adaptive change model are that such change (a) challenges routines, (b) requires new learning, (c) includes broad involvement from people within the organization, and (d) resolves difficult problems (Heifetz & Laurie, 1997; Heifetz & Linsky, 2004). The goal of adaptive change is to enable thriving by building on the best historical approaches to help shape the future (Heifetz et al., 2009).

The first paper will present a case study analysis of exemplar institutions that have successfully demonstrated characteristics of the adaptive change model. Over a four-year process, interviews were conducted with executive leaders, faculty, and staff of these institutions, resulting in a model of the change process and the environmental characteristics that sustained it. The second paper will focus on the role of women as leaders during challenging times in colleges and universities, with a particular view toward whether women’s approaches to leadership position them well “for such a time as this.” This paper will explore women leaders in higher education and their perspectives on the cultural and generational shifts that are contributing to the challenges faced by higher education. Their approaches to leadership will be critiqued through the lens of the adaptive change model. Finally, the third paper will focus on the qualities that enable leaders to thrive in the midst of turbulence. Based on the research from positive psychology on flourishing, thriving, and resilience, strategies for enabling higher education leaders to reframe the challenges they face will be the focus of this paper. Throughout this session, the audience members will have an opportunity to participate in exercises that illustrate some of the strategies suggested by the presenters.

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