Given the often bureaucratic structure of most universities, quickly implementing change is difficult because approvals frequently go through many layers of committees with revisions along the way. And with accreditation requirements, governmental mandates and funding difficulties, change in higher education is often resisted.
However, it is becoming ever more clear that higher education needs to make some significant and strategic changes if many of our institutions are to continue existing. Facilitating discussions about strategic change with faculty, staff, students and alumni is challenging – there are many diverse perspectives and interests among institutional constituents, differing communication styles and mistrust of administration. But there are some ways to create both the time and mental space for a climate of strategic innovation in higher education.
Breaking down traditional institutional silos
Most faculty/staff speak to or email the same people each day. When there is an all-campus meeting or another cross-campus gathering, it’s always surprising to see how many people don’t know each other. So, one of the first things to do is to break down traditional silos and encourage cross-disciplinary collaborations. This can foster sharing diverse perspectives and raise questions about old assumptions. Holding campus-wide events on a regular basis will begin to encourage these types of discussions. And, since everyone will probably want to sit with people they know, be strategic with how seating is set up.
Streamline administrative processes
Nothing stops a great idea faster than having to wait weeks for an answer or for approval. To encourage strategic innovation, administrative processes must be simplified and reduced. Reduce unnecessary layers of approval. How many approval signatures are needed for new ideas? If the idea doesn’t cost much, reduce them. Consider streamlining paper processes into digital ones to save time and better track necessary approvals. This can free up time for faculty and staff so that they can focus on innovation.
Prioritise and focus on key initiatives
Make sure that there is a clear understanding of the type or area of innovation that needs focus. Asking faculty and staff to “make things better” is not specific enough. Setting clear priorities on a few initiatives can help focus time and effort on the most impactful areas. Work with a small group to develop a clear innovation agenda that outlines specific goals but not the ways in which those goals will be achieved. That provides some structure for innovative ideas to come up for discussion.
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Provide specific time and space for discussions
Consider scheduling an “innovation retreat” focused on a key priority. This type of uninterrupted time can be crucial for deep thinking and creative exploration of new ideas. Bring faculty and staff together at an off-site location with plenty of time to have discussions around the issue. Make sure to provide comfortable spaces for these discussions and ways to record the different ideas that come out of them. Traditional Post-it notes and newsprint are one way to do this, but new technologies can also help with tracking ideas that come up. With a smart, digital or virtual whiteboard, for example, participants can be creative with new ideas and the ideas can be saved and shared. Having a full day (or even longer) for a retreat can provide time to really dive into discussions. But, even a three-hour session can be enough to discuss a few pertinent ideas. Consider reducing the workload for some faculty or staff to create the time needed for innovative thought and writing – this can be especially helpful when ideas that have been generated need to be synthesised into a proposal or plan.
Name the elephant in the room
If there is a reason that change hasn’t happened, get that out in the open for discussion. Perhaps previous leaders weren’t supportive of new ideas or maybe funding cuts are coming. Talking through these “elephants” won’t make them go away, but it will provide a shared understanding of any ground rules or guidelines.
Reward innovation, expect failure – and celebrate!
Many innovative ideas are developed but will never work – but they may lead to the next innovative idea that might. Find ways to establish awards, grants or other incentives to recognise and reward innovative ideas and projects. Consider incorporating innovation into performance evaluations as a way to signal its importance and encourage faculty and staff to prioritise this in their work.
And, when an innovative idea doesn’t work, don’t hide that. Celebrate what was learned from this and keep moving forward. Failure isn’t bad – unless nothing grows from that experience. Try new things and see what works and what doesn’t. Then, do more of what works and find out why something didn’t work. That might provide the next new strategy that makes a difference. For example, I know of one institution that decided to partner with another to create a shared degree programme, and while this didn’t work (there were too many different policies and expectations between the two colleges), good relationships were forged and now the two institutions collaborate with their honours programme events.
Encourage reflective practices
Encourage faculty and staff to regularly reflect on their work and on the institution’s overall strategic direction. Ask questions that will create opportunities to think about how what is done on a daily basis might align with strategic plans. For example, ask faculty questions such as “How does your scholarship support undergraduate research ideas?” or “How can your service to the community play a role in engaging students?” Reflections that come from these conversations can help generate new ideas and insights that spark innovation.
Finally, support mindfulness and other well-being programmes that can help reduce stress and enhance mental clarity. A clear and focused mind is much more conducive to strategic thinking and innovation.
By intentionally creating time, space and incentives for innovation, higher education institutions can better position themselves to adapt and recreate their mission to support our students and alumni and our future.
Catherine M. Wehlburg is president of Athens State University, Alabama, US.
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