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| Foreword | |
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| Acknowledgments | |
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| Understanding and Facilitating Organizational Change in the 21st Century: Recent Research and Conceptualizations | |
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| Distinctive Contribution | |
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| Focus of the Monograph | |
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| Audience | |
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| To Change or Not to Change? | |
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| Providing a Common Language for Understanding Organizational Change | |
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| What Is Organizational Change? | |
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| Diffusion, Institutionalization, Adaptation, Innovation, and Reform | |
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| Forces and Sources | |
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| Degree of Change | |
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| Timing of Change | |
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| Scale of Change | |
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| Focus of Change | |
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| Adaptive/Generative | |
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| Intentionality: Planned Versus Unplanned Change | |
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| Response Time: Proactive and Reactive | |
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| Active and Static | |
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| Target of Change: Change Process and Outcomes | |
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| Summary | |
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| Theories and Models of Organizational Change | |
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| Typology of Organizational Change Models | |
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| Evolutionary | |
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| Teleological | |
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| Life Cycle | |
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| Dialectical | |
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| Social Cognition | |
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| Cultural | |
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| Multiple Models | |
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| Summary | |
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| Appendix | |
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| Understanding the Nature of Higher Education Organizations: Key to Successful Organizational Change | |
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| Interdependent Organizations | |
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| Relatively Independent of Environment | |
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| Unique Organizational Cultures of the Academy | |
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| Institutional Status | |
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| Values-Driven: Complex and Contrasting | |
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| Multiple Power and Authority Structures | |
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| Loosely Coupled Structure | |
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| Organized Anarchical Decision Making | |
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| Professional and Administrative Values | |
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| Shared Governance System | |
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| Employee Commitment and Tenure | |
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| Goal Ambiguity | |
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| Image and Success | |
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| Summary | |
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| Higher Education Models of Change: Examination Through the Typology of Six Models | |
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| Evolutionary | |
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| Teleological | |
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| Life Cycle | |
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| Dialectical | |
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| Social Cognition | |
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| Cultural | |
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| Multiple Models | |
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| Summary | |
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| Research-Based Principles of Change | |
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| Promote Organizational Self-Discovery | |
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| Realize That the Culture of the Institution (and Institutional Type) Affects Change | |
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| Be Aware of Politics | |
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| Lay Groundwork | |
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| Focus on Adaptability | |
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| Facilitate Interaction to Develop New Mental Models and Sensemaking | |
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| Strive to Create Homeostasis and Balance External Forces with the Internal Environment | |
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| Combine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy, With Social-Cognition, Symbolic, and Political Strategies | |
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| Realize That Change Is a Disorderly Process | |
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| Promote Shared Governance or Collective Decision Making | |
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| Articulate and Maintain Core Characteristics | |
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| Be Aware of Image | |
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| Connect the Change Process to Individual and Institutional Identity | |
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| Create a Culture of Risk and Help People to Change Belief Systems | |
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| Realize That Various Levels or Aspects of the Organization Will Need Different Change Models | |
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| Know That Strategies for Change Vary by Change Initiative | |
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| Consider Combining Models or Approaches, As Is Demonstrated Within the Multiple Models | |
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| Summary | |
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| Future Research on Organizational Change | |
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| References | |
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| Name Index | |
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| Subject Index | |