leading for transformation · leading for transformation lessons learnt (personal) romy lawson 3...
Post on 21-Mar-2020
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Who am I? Change Agent Experience Role Change Processes
Provost Murdoch University (formerly DVCE)
University Wide Academic Model – Towards 2027Governance Re-structureCurriculum RevisionTeam Re-structures
Director Learning, Teaching & Curriculum –University of Wollongong
OLT National Teaching Fellow (2013)
Curriculum TransformationCPD FrameworkTEL Revisions
Curriculum Design for Assuring Learning
Associate Dean L&T James Cook University
Online course developmentTEQSA - Assurance of Learning/ course design
Teaching & Learning CoordinatorUTS Business School
OLT Strategic Project Lead – Hunters & Gatherers
AACSB Re-registrationCasual staff onboardingCourse Re-design
Assurance of Learning
2. Know why your bothering (and make sure everyone else knows it too)
Align activities with strategic objectives
Develop change Principles
T27 EG Rationale:To achieve the strategic plan
• There is a need to create an aligned structure that clusters disciplines in a way that will foster and promote collaboration, and innovative, multidisciplinary thinking.
• University strategic achievements will be enhanced by the way we operate and better integrating our support functions and processes for staff and students.
• There is a need to attract and develop future higher education leaders with broader remits and responsibilities beyond disciplinary boundaries.
• Providing greater financial flexibility and robustness for the academic administrative unit through the ability to draw on a greater pool of diverse activities and expertise to enrich the educational experience and future outcomes.
T27 EGWhat are we consulting on?
1. Creation of a two College model (that would cluster academic expertise into discipline-focused Faculties)
2. Grouping of disciplines under this two College model
3. Naming of Colleges and Faculties
4. Executive team structures for Colleges
Genuine Consultation:Build over time
Issues & Challenges Identified
Alternative Ideas and Solutions Explored
Requirements to Achieve Strategic Aims
Focus Groups
Genuine Consultation
Always sense check your decisions
Then communicate this
Socialise – no surprises
T27 EGStrategic Aims Suggested Way Forward
Create an aligned structure that clusters disciplines in a way that will foster and promote collaboration, and innovative, multidisciplinary thinking.
Larger entities will reduce silo effect making it easier to collaborate – teaching and research
College ADs will foster collaboration
Strategic achievements will be enhanced by the way we operate and better integrating our support functions and processes for staff and students.
More consistent approach with less entities which is easier to support
Feedback indicated that a hub and spoke model should be explored in the next phase
Attract and develop future higher education leaders with broader remits and responsibilities beyond disciplinary boundaries.
PVC and College Business Manager will be high level roles with PVC sitting on SEG
Greater financial flexibility and robustness for the academic administrative unit through the ability to draw on a greater pool of diverse activities and expertise experience and future outcomes.
Wider budget allowing for loss leaders and innovation
1. Creation of a two College model
Issues/ Challenges Ideas/ Solutions Suggested Way Forward Suggested Action
Could an extra layer create more distance between academic and leaders
Create a 2 College Model without Faculties, i.e. flat structure within Colleges
Adopt a flatter model with no College level:- Keep current structure as
it is- Merge current schools to
create 5 faculties
Create a 2 College Model - without Faculties- with discipline clusters
- Form 2 colleges with PVC and Business Manager - September 2018
- Amend governance- Existing schools to sit under
Colleges for remainder of 2018- Review professional support
model for Colleges
College Y
College X
T27 EGWhat we have heard
Leading a Learning Organisation - Approaches
SPRINTS
STAND UPS
AGILE
Task &
Finish
DiagonalIntersect
Rapid Development Initiatives
VALUES IN ACTION
TO CONSIDER
PRINCIPLES
Respect & Diversity• We are people and for people, irrespective
of background• We embrace and value the many
individuals and organisations that support our endeavours
Respect for People
• The people working in the process are the best people to improve the process
• We involve staff at all levels in decision making about improvements• We ask for and value the views of others• We create a world where values are more than words on a website.
We consider Student and
Stakeholder Needs in our
improvement work and try to only
do work that responds to those
needs ‘Everything we do must
matter’
We Involve Staff at all
levels in the decision making
process about what and how
we will improve
Staff ExcellenceDeveloping and optimising staff to
maximise their potential and
contribute to the success of the
University
Excellence & Future Focus• We are future-focused and active in creating
our success• We embrace continuous improvement
Continuous Improvement
• Standing still means going backwards so we take time to identify areas that we think could be improved
• Note, not actually ‘continuous’ – more like pausing from time to time to see what we can improve
We seek Process
improvement considering the
entire end-to-end process
We seek Excellence in all
we do
We seek to be Effective and
Efficient
We seek to maintain a Pipeline Flow where there
is no interruption to the flow of
each step in the process
Streamlined ProcessesIdentify and reduce activity
/process steps that are not
necessary to meet student
and/or stakeholder needs
Turnaround TimeOptimise the flow of work
tasks
Quality ControlDesign to prevent errors
from occurring and ensure
quick identification and
action if they do occur
Data ManagementEnsure one true data effective
and efficient source
MovementEnsure minimum
movement of
information or
materials between
stages in a process
ensuring pipeline
flow
Admissions
College
Financial
Management
Equal Plans Course
Portfolio/
Publications
Rapid Development Initiatives
EG
Takes more time
Have to persuade others - consistent behaviour
Requires trust
Takes a change in culture
Co-Design; Co-Create; CollaborationEnabling:
Co-Design v Critical Feedback
Not everyonecan havetheir way
Co-Design; Co-Create; CollaborationEnabling:
7. Communicate, communicate, communicate
Microsite – with (anon) feedback link & FAQs
Dedicated Email
Weekly announcements
Plenaries
Focus Groups
Q&A
Excellence & Future Focus
• We are future-focused and active in creating our success
• We embrace continuous improvement
Why?
• Environments are changing• Standing still means going backwards• Everything can get better
What?
• Seek new ways to do things• Dare to be different• Set standards that others aspire to achieve• Challenge ourselves to improve the way we work
2. Enhance the way we operate and better integrate our support functions and processes for staff and students
Why do we do it like that?
Think Enhancement @ Murdoch (TE@M)Making it Stick
According to Google (!):
• On average it takes 66 days for a new behaviour to become automatic
• It can take 3000-5000 repetitions to break a bad habit and 300-500 to make a new habit
• Some estimate it takes 10,000 hours to master something
So I guess we have some conscious practice to do to get to unconscious competence (if there is such a thing)
Changing BehaviourMaking it Stick
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