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Planning for Higher Education Journal

Published
August 20, 2025

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Adopting a Human-Centered Approach to Change

Prioritize the Perspectives and Experiences of Those Individuals Who Will Be Affected

By: Nicole H. Gahagan, EdD

The people impacted by change must be involved throughout the change lifecycle and empowered to navigate change every step of the way.

From Volume 53 Number 4 | July–September 2025

Abstract: When change in higher education isn’t managed in a human-centered manner, institutional leaders are unlikely to see the outcomes they intended to achieve. That’s because they didn’t invest enough in involving and supporting the individuals expected to operationalize a new strategy. Nobody wins in these situations: Executives, employees, and students all lose out on the benefits a change initiative could have produced. In this book excerpt, the author shares why strong change leadership must be at the helm of cultivating an environment where innovation is embraced and managed with compassion for the humans who are being asked to think and work differently.

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ebook

Published
May 19, 2025

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Essential Practices for Organizational Change in Higher Education

By: Nicole Gahagan, EdD

Filled with guidance, recommendations, examples, and tools, this book is a practical manual for anyone seeking to lead change in a college or university.
Abstract: Higher education is infamously change-resistant. What’s needed is a new methodology: human-centered change. Informed by research and honed by practice, human-centered change is a flexible, pragmatic approach that works within higher education’s unique structures, practices, and culture. This book guides change leaders and practitioners through the application of human-centered change. A practical manual, it provides mid- and senior-level administrators the essential practices, examples, recommendations, and tools they need to lead change in their colleges or universities.

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Planning for Higher Education Journal

Published
April 4, 2025

Institutional Transformation and Successful Accreditation Review Through Data-Informed Collaboration

Gain Accountability with Values-Based Integrated Planning

By: Shawna Herwick, MSW, and Paul Illich, PhD

Implementing a values-based integrated planning framework equipped Southeast Community College to leverage the data it collected to build and strengthen relationships, align the institution within and across divisions, and prepare for change. The efforts led to the successful modernization of facilities, historic enrollment growth, staffing increases, other operational improvements, and a positive accreditation outcome.

From Volume 53 Number 2 | January–March 2025

Abstract: Southeast Community College (SCC) applied an integrated framework approach to inform all aspects of its successful comprehensive accreditation review. Following decades of reviews leading to monitoring and focused visits to address opportunities for improvement, SCC managed its most recent comprehensive assessment through integrated planning to ensure the accreditation process coincided with building relationships, aligning divisions and departments, and promoting a culture that is well prepared for change. This structured and focused integrated planning method for comprehensive accreditation review was associated with a successful outcome that involved no monitoring or required follow-up for the first time in the College’s accreditation history.

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Planning for Higher Education Journal

Published
February 5, 2025

‘Catching’ Substantive Changes with Integrated Planning

Form a Dedicated Team to Reduce Silos, Develop Cross-Unit Collaboration, and Implement Transformative Goals

By: Rachel E. Smith, PhD, and Leslie W. Grant, PhD

Implementing changes at institutions that operate under a distributive leadership model can be challenging because academic and support units function separately. This article recommends successful ways to manage the change-making process.

From Volume 53 Number 2 | January–March 2025

Abstract: Implementing changes at institutions that operate under a distributive leadership model can be challenging because academic and support units are siloed. This article presents an example of one midsize, public, research institution’s successful strategy for “catching,” or identifying and managing, substantive changes using integrated planning. Through a centralized team of academic and support unit representatives, the academic units shared planned substantive changes, received feedback, and adjusted. The institution’s substantive change policy, infrastructure, and collaborative culture ensured the changes did not slip through the cracks or hit significant roadblocks. This article shares how the team operated, giving recommendations for institutions implementing the change practice.

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Blog Post

Published
August 9, 2024

Slight Differences and Lots of Similarities

Two Conference Presenters Both Advocate for Developing and Improving Planning Culture

By: Melodie Greer, MEd, Bryn Athyn College

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Conference Presentations

Published
July 23, 2024

Bison Blueprint: Building An Integrated Planning Culture At Gallaudet

By: Kristin Mulrooney, Strategic Planning & Integration Officer | Guthrie Nutter, Strategic Communications and Planning Manager| Jennifer Powers, Sr. Project Manager

A successful integrated plan requires the broad engagement within an institution.
Abstract: A successful integrated plan requires the broad engagement within an institution. In this session, we'll demonstrate how we taught key leaders about integrated planning by breaking down the integrated planning process to enable plan creation for different programs and divisions. We'll share our Bison Integrative Planning Toolkit, which provides an 'evergreen' resource for onboarding colleagues into the integrated planning process and also serves as a manual that walks through the process of creating a plan. Join us to gain teachable, no-cost resources that you can easily disseminate at your institution to foster necessary skills for building an integrated planning culture.

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Conference Presentations

Published
July 23, 2024

Good, Better, Best: A Collaborative Approach for High-impact Program Proposals

By: Michael Rothlisberger, Assistant Vice Chancellor for Academic Strategy and Analytics

The University System of Georgia's (USG) academic program proposal process aims to align program development with system-wide strategic goals while increasing graduate employability to meet workforce demands.
Abstract: The University System of Georgia's (USG) academic program proposal process aims to align program development with system-wide strategic goals while increasing graduate employability to meet workforce demands. This session will illustrate how USG's well-oiled standardized system prioritizes interdepartmental collaboration and iteration, drawing on diverse perspectives to create new degree programs across 26 universities. Come learn about how our "Good, Better, Best" approach uses a detailed application and budget template to generate high-impact programs that prepare students to enter an ever-evolving workforce.

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Conference Presentations

Published
July 23, 2024

Measuring Campus Initiative Outcomes of Diversity and High-performance Teams

By: Beyazmin Jimenez, Director of Diversity, Equity, Inclusion and Culture | Ai Kurokawa, Principal | Tammy Trung Ngo, Energy Designer | Tim Singleton, Assistant Vice President of Capital Projects

The planning, designing, and building of campus initiatives requires broad and diverse perspectives.
Abstract: The planning, designing, and building of campus initiatives requires broad and diverse perspectives. This session will present the case for implementing sustainable ways of diversifying the owner, design, and construction industry through emergent data collection. We'll explore the link between diversity and high-performance of project development, process, and teams, and discuss the developing research and data related to owner satisfaction. Join us to find out how diverse and high-performance teams can add to the continuous improvement of processes and create sustainable changes towards a more diverse pipeline of multiple disciplines that impact the campus.

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