rdf-syntax-grammar
mods:
  schema location: http://www.loc.gov/mods/v3 http://www.loc.gov/standards/mods/v3/mods-3-2.xsd
  title info:
    title: Change leadership in higher education
    sub title: a practical guide to academic transformation
  name:
    name part: Buller, Jeffrey L.
    role:
      role term: creator
  type of resource: text
  genre: Electronic books.
  origin info:
    place:
      place term: cau
    date issued: 2015
    edition: First Edition.
    issuance: monographic
  language:
    language term: eng
  physical description:
    form: electronic resource
    form: remote
    extent: 1 online resource.
  abstract: "Initiate innovation and get things done with a guide to the process of academic changeChange Leadership in Higher Education is a call to action, urging administrators in higher education to get proactive about change. The author applies positive and creative leadership principles to the issue of leading change in higher education, providing a much-needed blueprint for changing the way change happens, and how the system reacts. Readers will examine four different models of change and look at change itself through ten different analytical lenses to highlight the areas where the current approach could be beneficially altered. The book accounts for the nuances in higher education culture and environment, and helps administrators see that change is natural and valuable, and can be addressed in creative and innovative ways.The traditional model of education has been disrupted by MOOCs, faculty unions, online instruction, helicopter parents, and much more, leaving academic leaders accustomed to managing change. Leading change, however, is unfamiliar territory. This book is a guide to being proactive about change in a way that ensures a healthy future for the institution, complete with models and tools that help lead the way. Readers will: Learn to lead change instead of simply "managing" it Examine different models of change, and redefine existing approaches Discover a blueprint for changing the process of change Analyze academic change through different lenses to gain a wider perspective Leading change involves some challenges, but this useful guide is a strong conceptual and pragmatic resource for forecasting those challenges, and going in prepared. Administrators and faculty no longer satisfied with the status quo can look to Change Leadership in Higher Education for real, actionable guidance on getting change accomplished"--
  abstract: "This book applies positive and creative leadership principles to the issue of leading change in higher education, providing a blueprint for how administrators (and faculty members) can change the process of change at their institutions. By examining four different models of change, redefining existing approaches to leadership, and offering ten analytical lenses through which to examine academic change, the book presents an entirely different way of thinking about change"--
  table of contents: Cover; Title Page; Copyright; Contents; About the Author; Introduction; Chapter 1 The Only Thing We Have to Change Is-Change Itself; The Kübler-Ross Model of Change Management; The Krüger Model of Change Management; The Kotter Model of Change Management; The Role of Organizational Culture in Change Processes; Hierarchical Organizations; Decentralized Organizations; Distributed Organizations; The IKEA Effect; Why Change Must Change; What about Other Stakeholders?; Conclusion; Chapter 2 Reframing Change; Different Ways of Viewing Change; The Common View of Change; The Classical View of Change
  table of contents: The View of Continual ChangeThe Intentional View of Change; The Visionary View of Change; Bolman and Deal's Four-Frame Model; De Bono's Six Thinking Hats; Ten Analytical Lenses; Conclusion; Chapter 3 Determining the Need for Change; Is All Change Good for Higher Education?; Is All Change Bad for Higher Education?; Is Some Change Good for Higher Education?; Case Study: Pursuing Innovation without First Establishing Need; The Ten Analytical Lenses and the Need for Change; The Drivers of Change; The Central Role of the Needs Case in Change Leadership; Conclusion
  table of contents: Chapter 4 From Change Management to Change LeadershipThe Learning Culture Theory; The Change Leader's Road Map and the Change Journey; C. Otto Scharmer's Theory U and Mindfulness-Based Leadership; Creative Leadership; The Pattern That Emerges; Change Leadership in Higher Education; Scenario One; Scenario Two; A Comparison of These Strategies; Conclusion; Chapter 5 Why Strategic Planning Doesn't Work; A Brief Primer on Strategic Planning; The Limitations of Strategic Planning in Higher Education; Little Advice on How to Plan; Overly Generic Mission Statements; Limited Options
  table of contents: The Planning FallacyThe Need to Measure the Measurable; Shallow SWOT Analysis; Platonicity, Reification, and the Lorenz Butterfly Effect; Fitting the Culture; The Lack of Mission in Mission Statements; Better Approaches to Strategic Change; Scenario Planning; The Strategic Compass; Conclusion; Chapter 6 Creating a Culture of Innovation; Creativity as Lateral Thinking; Preparing a Program for Formalized Lateral Thinking; Refinements to Formalized Lateral Thinking; The Role of Mind-Set, Outliers, and Learned Optimism; Innovation Killers and Innovation Midwives; Conclusion
  table of contents: Chapter 7 Leading Reactive ChangeFighting Icebergs with ICE; Types of Change; Is Reacting Actually Leading?; The Transformation from Elon College to Elon University; The Transformation from High Point College to High Point University; The Lessons to Be Learned; Levels of Change; Conclusion; Chapter 8 Leading Proactive Change; The Myth of Visionary Leadership; The Telling-Is-Leading Fallacy; Arizona State University; University of Notre Dame; The New Horizons Plan for Saudi Higher Education; Conclusion; Chapter 9 Leading Interactive Change; University of Nebraska-Lincoln
  note: Jeffrey L. Buller.
  note: Includes index.
  note: Machine generated contents note: About the Author Introduction Chapter 1: The Only Thing We Have to Change Is-Change Itself Chapter 2: Reframing Change Chapter 3: Determining the Need for Change Chapter 4: From Change Management to Change Leadership Chapter 5: Why Strategic Planning Doesn't Work Chapter 6: Creating a Culture of Innovation Chapter 7: Leading Reactive Change Chapter 8: Leading Proactive Change Chapter 9: Leading Interactive Change Chapter 10: Organic Academic Leadership References Index.
  note: Includes bibliographical references and index.
  subject:
    topic: Universities and colleges
    topic: Administration
  subject:
    topic: Educational change
  subject:
    topic: Educational leadership
  subject:
    topic: EDUCATION / Administration / General
  subject:
    topic: Educational change
  subject:
    topic: Educational leadership
  subject:
    topic: Universities and colleges
    topic: Administration
  subject:
    topic: Universities and colleges -- Administration
  classification: LB2341
  classification: 378.1/01
  classification: EDU001000
  related item:
    title info:
      title: Change leadership in higher education
    name:
      name part: Buller, Jeffrey L.
    origin info:
      publisher: San Francisco : Jossey-Bass, 2015
      edition: 1
    identifier: (DLC) 2014022659
  identifier: 9781118762233 (pdf)
  identifier: 1118762231 (pdf)
  identifier: 9781118762127 (epub)
  identifier: 1118762126 (epub)
  identifier: 9781118762035 (hardback)
  identifier: 9781119210825
  identifier: 1119210828
  identifier: 1118762037
  identifier: 2014036005
  identifier: 8FF9CD6E-D6C0-48C0-9888-C95FFFBA7202 OverDrive, Inc.
  identifier: https://doi.org/10.1002/9781119210825
  record info:
    record content source: DLC
    record creation date: 140909
    record change date: 20170124072326.1
    record identifier: ocn890377877
    language of cataloging:
      language term: eng