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Impact of Change

Things change. The longer it takes to pivot the quicker we become obsolete!


Everyone and every organization has a unique response to change, capacity for change and timing for transitioning through change.  Without an effective, practical change strategy nothing else matters --not curricula, programs, initiatives, data, resources or commitment alone matters.


Desired outcomes don’t happen until someone actually implements something tangible, relevant and sustainable that achieves results in a timely and systematic fashion. In the transition between the current state and the desired result is often a very messy middle.  

Organizational Capacity Includes:

  • Structure

  • Culture

  • Leadership

  • Workforce

  • Students

  • Stakeholders

  • Systems

  • Processes

  • Policies

  • Resources

  • Tools

  • Programs

  • Outcomes

Capacity Can Be Impacted by Changes in :

  • Students and expectations

  • Low enrollment, graduation rates

  • Funding and resources

  • Covid-19 immunizations/masks/science

  • Academic freedom, freedom of speech

  • Racial and social justice and other societal topics

  • Depression and mental illness

  • Shared governance, tenure

  • Workforce firings, resignations, quiet quitting

  • Mergers and closures

  • Business model and aging infrastructure

  • Campus violence

  • Politics

  • Legislation

  • Compliance regulations

Prior to COVID-19, institutions were operating with various levels of effectiveness, juggling existing and new initiatives and programs. The pandemic necessitated hybrid programming, technologies, polices, procedures, budget allocations, and systems solutions that were conceived and implemented on a dime and that are now in various stages of normalization or obsolescence. 

New legislation and expectations are also creating an overabundance of disparate initiatives that compete for the same limited bandwidth, all of which contributes to diminished capacity of organizations to function, unsustainable work performance expectations and perceptions of uncaring leaders.

Does that mean therefore that it's unrealistic to pursue new objectives?

Absolutely not!  But, what we do, why we do it and how we do it matters!  Contact us today

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