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Webinar Recordings

Published
July 20, 2022

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How Do You Grow and Sustain Indispensable Planners?

By: Donald M. Norris, PhD, Strategic Initiatives, Inc. | Joseph (Tim) Gilmour, PhD, Strategic Initiatives, Inc. | Linda B. Baer, PhD, Strategic Initiatives, Inc. | Michael D. Moss, Society for College and University Planning

Institutional transformation requires more than a planner or a strategist—it requires a transformation architect. How can leaders grow and support transformation architects? The authors of Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders, share three sets of actions needed to enable and empower transformation architects.

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Blog Post

Published
July 6, 2022

What Is a Bridge Plan?

(And Does Your Institution Need One?)

By: Sadie Wutka, Director of Content Strategy, SCUP

A bridge plan allows a college or university to continue to pursue defined strategic pathways during times of uncertainty or rapid, unpredictable change. It’s also a good solution for when faculty and staff are overwhelmed due to a highly volatile, uncertain, complex and ambiguous (VUCA) environment.

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Webinar Recordings

Published
February 28, 2022

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Transformation Best Practices in the Decade Ahead

By: Donald M. Norris, PhD, Strategic Initiatives, Inc. | Joseph (Tim) Gilmour, PhD, Strategic Initiatives, Inc. | Linda B. Baer, PhD, Strategic Initiatives, Inc.

Inexorable challenges demand that higher education transform . . . and that transformation needs to start now. Learn more about these challenges and the knowledge, skills, and capabilities an institution needs to transform in the coming decade from the authors of the new book Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders.

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ebook

Published
January 25, 2022

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Transforming for Turbulent Times

An Action Agenda for Higher Education Leaders

By: Donald Norris, Joseph (Tim) Gilmour, Linda Baer

Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders can prepare your institution for the new learning ecosystem that will revolutionize work and learning by 2030. This book outlines a proven, eight-step process for planning, leading, navigating, and orchestrating the transformation necessary to thrive in the new world of knowledge, work, and learning. Whatever your role in your college, university, or learning enterprise, you’ll learn the principles, techniques, and actions that will make you indispensable to its transformation in these turbulent times.
Abstract: Higher education is entering a period of unparalleled turbulence. By 2030, a global knowledge, work, and learning ecosystem will revolutionize work and learning. It will empower individuals to fuse learning, living, and work over 60-year time spans. Tens of millions of additional learners—or even more—will be added to the global learning force. To compete in this rapidly expanding arena, traditional institutions will need to transform, starting now.

Transforming for Turbulent Times: An Action Agenda for Higher Education Leaders will help you support your institution in its efforts to rise to these challenges.

This book outlines a proven, eight-step process for planning, leading, navigating, and orchestrating the transformations necessary to thrive in this new ecosystem. Whatever your role in your college, university, or learning enterprise, you’ll learn the principles, techniques, and actions that will make you indispensable to its transformation in these turbulent times.

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Conference Recordings

Published
July 14, 2021

2021 Annual Conference | July 2021

Keynote | Michael Sorrell

By: Michael J. Sorrell, Paul Quinn College

Dr. Michael J. Sorrell is the longest-serving president in the 148-year history of Paul Quinn College. During his near 14 years of leadership, Paul Quinn has become a nationally regarded institution for its efforts to remake higher education in order to serve the needs of under-resourced students and their communities.
Abstract: Dr. Michael J. Sorrell is the longest-serving president in the 148-year history of Paul Quinn College. During his near 14 years of leadership, Paul Quinn has become a nationally regarded institution for its efforts to remake higher education in order to serve the needs of under-resourced students and their communities.

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Planning for Higher Education Journal

Published
May 18, 2021

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Book Review: Entrepreneuring the Future of Higher Education

Radical Transformation in Times of Profound Change

By: Lynn Priddy, PhD

From Volume 49 Number 3 | April–June 2021

Abstract: Entrepreneuring the Future of Higher Education: Radical Transformation in Times of Profound Change
by Mary Landon Darden
Rowman & Littlefield: Lanham, MD: 2021
202 pages
ISBN: 978-1-4758-5494-7

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Planning for Higher Education Journal

Published
January 11, 2021

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Breaking Barriers

A Collaborative Approach to Problem-Solving Created a Culture of Campus Innovation

By: Denise M. Overfield, PhD, Janet Pilcher, PhD, and Amber M.K. Smallwood, PhD

The University of West Georgia, toward dismantling silo thinking and promoting a sense of ownership within the workplace, formed a cross-divisional group: The Barriers Team. It was part of an initiative to recognize and encourage employee engagement, develop operational efficiencies and effectiveness, and eliminate obstructions to staff success.

From Volume 49 Number 2 | January–March 2021

Abstract: This article outlines the process by which a public university sought to develop and grow a culture of problem-solving and innovation at a time when the institution was undergoing a number of transitions. By developing a Barriers Team, the institution brought together a group of individuals representing all aspects of the university and charged the members with tackling barriers to success. The authors outline how they used the institution’s strategic plan as a starting point, and then describe the steps, provide examples, and reflect on the long-range viability of the approach.

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Conference Recordings

Published
October 5, 2020

2020 Southern Regional Conference | October 2020

Keynote: Beyond Innovation

Reimagine Everything

By: William Lindner, Florida State University

William Lindner has led transformational initiatives at every level of government and education with this consistent message: “Tear the Page Out.” This session will demonstrate an approach to attacking big challenges by empowering audacious creativity inside tradition-bound institutions.
Abstract: The tension between practical planning and blue-sky thinking has never been stronger than it is right now. Current times require both integrated planning and a fundamental reimagining of our institutions’ virtual, physical, and procedural environments to serve our stakeholders. William Lindner has led transformational initiatives at every level of government and education with this consistent message: “Tear the Page Out.” This session will demonstrate an approach to attacking big challenges by empowering audacious creativity inside tradition-bound institutions. Come join us to gain a new perspective on leadership that delivers new solutions to big opportunities.

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Conference Presentations

Published
July 14, 2019

2019 Annual Conference | July 2019

How to Create a Welcoming Campus

People, Processes, and Possibilities

By: Christine Fitzpatrick, Stephen Hundley, Shawn Peters

Abstract: FLEXSpace—The Flexible Learning Environments eXchange—and the Learning Space Rating System (LSRS) are tools that can help you plan, design, assess, and improve learning spaces on your campus. In this session, you will learn about the newly released FLEXspace 2.0 along with the LSRS. We'll cover the features and benefits of both tools and how they can be incorporated into the planning process. Come learn how to use these tools to inform designs and support end users from planning through post occupancy.

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Planning for Higher Education Journal

Published
July 1, 2018

Disrupting Poor Curricular Processes

A Three-Prong Model Approach with Reflections and Suggestions for Institutional Change

By: Elyse Gessler, Evelyn Mocek

A large-scale change process, such as a curricular process revision, can be made easier by following a proven approach and understanding the potential hazards and challenges involved.

From Volume 46 Number 4 | July–September 2018

Abstract: This article applies the three stages of change (mobilization, implementation, and institutionalization) to the academic curricular process change that occurred during the 2014–2015 academic year at the Indiana University of Pennsylvania. Reflecting on the manner in which this major initiative was conceptualized and executed has revealed an inadvertent yet seamless application of Curry’s (1992) organizational change model. Throughout each stage of this organizational change, some inherent principles were maintained while balancing the required condensed timeline for completion. These principles included consistent and transparent consultation with many branches of the university community and revision of proposed processes based on feedback from community members. The goal of the authors in sharing the change process at IUP is to provide potential insights for others on recognizing a need for organizational process revision. The authors highlight the actions taken at IUP, offer recommendations, and identify potential hazards to institutions contemplating organizational change.

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