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Planning for Higher Education Journal

Published
June 1, 2000

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Pondering Faculty Participation in Strategic Change

By: Susan B. Morriss

This study discusses two important topics: participation and strategic change.

From Volume 28 Number 4 | Summer 2000

Abstract: This study discusses two important topics: participation and strategic change. The paper considers why participation is seen as necessary in higher education, why participation seems not to have aided strategic planning and change processes, and if those processes are inherently flawed. Information from interviews with selected persons with experience as administrators and as faculty and from research literature provide the foundation for an exploration of how participation and processes can be improved and facilitated.

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Planning for Higher Education Journal

Published
June 1, 2000

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Setting Strategic Directions Using Critical Success Factors

By: Bonnie Bourne,Larry C. Gates,James E. Cofer

A paradigm for planning focused on institutional improvement and effectiveness

From Volume 28 Number 4 | Summer 2000

Abstract: This article describes and examines a new approach to planning at the system level of a large Midwestern university, the University of Missouri. It is addressed to planners, researchers, and practitioners who want to introduce new approaches and techiques for planning and management at the system level of higher education.

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Planning for Higher Education Journal

Published
June 1, 2000

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Moving From Oversight to Insight

By: Robert DeBard,Kelli D. Peck

Planning for change in higher education requires grassroots advocacy more than executive leadership.

From Volume 28 Number 4 | Summer 2000

Abstract: The concept of shared governance is at the cornerstone of any planning process at American colleges and universities. Respecting this need for representation, however, has created an atmosphere in which participants in the planning process have come to view their role as that of oversight aimed at protecting a constituency more than insight intended to help move an institution forward. This article suggests a strategy that can address the criticism of higher education's inertia when it comes to moving from planning to decision making while maintaining the participative management style of shared governance.

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Planning for Higher Education Journal

Published
June 1, 2000

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Open Space: An Innovative Technique for Partcipatory Planning

By: Steve Brigham

Without predetermined agendas or participants,this process increases meaningful involvement of faculty and staff.

From Volume 28 Number 4 | Summer 2000

Abstract: Campus leaders frequently feel restricted by the limited menu of options at their disposal when attempting to secure input or participation from constituencies across the campus. This article explores one innovative technique, open space technology, which has shown to produce both meaningful involvement and results across a number of campuses, whether in strategic planning, curriculum reform, teaching, or cross-unit problem solving.

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Planning for Higher Education Journal

Published
March 1, 2000

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Strategies for Reallocation

By: Robert R. Newton

Effective resource management requires strong leadership.

From Volume 28 Number 3 | Spring 2000

Abstract: Strategic planning efforts often fail because they assume incremental resources to fund new priorities and do not include strategies to facilitate, encourage or require reallocation of existing resources. This article describes reallocation approaches that have been successfully employed in various colleges and universities.

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