Anchoring Change in Higher Education PDF
Preview Anchoring Change in Higher Education
AAnnddrreewwss UUnniivveerrssiittyy DDiiggiittaall CCoommmmoonnss @@ AAnnddrreewwss UUnniivveerrssiittyy Dissertations Graduate Research 2011 AAnncchhoorriinngg CChhaannggee iinn HHiigghheerr EEdduuccaattiioonn :: NNaarrrraattiivveess ffrroomm SSeenniioorr EExxeeccuuttiivveess aatt MMaallccoollmm BBaallddrriiggee AAwwaarrdd--WWiinnnniinngg IInnssttiittuuttiioonnss Cheryl H. Kisunzu Andrews University Follow this and additional works at: https://digitalcommons.andrews.edu/dissertations Part of the Business Administration, Management, and Operations Commons, and the Leadership Studies Commons RReeccoommmmeennddeedd CCiittaattiioonn Kisunzu, Cheryl H., "Anchoring Change in Higher Education : Narratives from Senior Executives at Malcolm Baldrige Award-Winning Institutions" (2011). Dissertations. 494. https://digitalcommons.andrews.edu/dissertations/494 This Dissertation is brought to you for free and open access by the Graduate Research at Digital Commons @ Andrews University. It has been accepted for inclusion in Dissertations by an authorized administrator of Digital Commons @ Andrews University. For more information, please contact [email protected]. Thank you for your interest in the Andrews University Digital Library of Dissertations and Theses . Please honor the copyright of this document by not duplicating or distributing additional copies in any form without the author’s express written permission. Thanks for your cooperation. ABSTRACT ANCHORING CHANGE IN HIGHER EDUCATION: NARRATIVESFROM SENIOR EXECUTIVES AT MALCOLM BALDRIGE AWARD-WINNING INSTITUTIONS by Cheryl H. Kisunzu Chair: LorettaB. Johns ABSTRACT OF GRADUATE STUDENT RESEARCH Dissertation Andrews University School of Education Title: ANCHORING CHANGE IN HIGHER EDUCATION: NARRATIVES FROM SENIOR EXECUTIVES AT MALCOLM BALDRIGE AWARD- WINNING INSTITUTIONS Name of researcher: Cheryl H. Kisunzu Name and degree of faculty chair:Loretta B.Johns, Ph.D. Date completed: April2011 Purpose The purpose of this study is to explore Kotter’s (1996) eighth stage for leading change. Specifically,it is to identify strategies for anchoring planned change in institutions of higher education. Design This is a qualitative multiple case study. Each of the participating organizations is an institution of higher education uniquely distinguished as a recipient of the United State’s highest recognition for progressive excellence—the Malcolm Baldrige Award. A narrative design is used to conduct in-depth exploration of leading plannedchange, specifically anchoring this planned change into the culture of academic institutions of higher learning. Purposeful sampling was used to identify a homogenous group of 6 participants.These individuals were senior leaders with rankings equivalent to deanor higher.Each of the participants was an active leaderin their organization’s planned change to implement theMalcolm Baldrigecriteria. They eachplayed an active role in seeking to secure recognition for performance excellence as defined through sustained implementation of this change. In addition, they each served as senior leaders at the respectiveorganizations when this award for excellence was granted to these distinctive institutions. Cross-case analysis was used to identifystrategies for anchoring planned change in academic organizations. Results A trilogy of shared strategies from all three institutions emergedthat answers the research question, “What strategies do senior executivesuse to anchor planned change in Malcolm Baldrige award-winning academic institutions of higher education?” They are as follows: 1. Utilize sustained leadership to ensure that change aligns withthe organization’s mission, vision, and values and is integrated into the strategic planning process through assessment ofprogressive performance excellence. 2. Incorporate performance expectations of excellence into new employee and new student orientations. 3. Implement communication systems which are open, authentic,and responsive—especially with faculty. Conclusion I recommend that greater consideration be given to the length of contractsfor presidents and senior leaders (e.g., 5 years); that intentionality be given to attaching the planned change tostrategic planning; that research specific to the role that orientation plays in sustaining change be conducted; and that multifaceted communication systems which create organizational trust between leadership and faculty,such that a culture of abundance isimplemented. Andrews University School of Education ANCHORING CHANGE IN HIGHER EDUCATION: NARRATIVES FROM SENIOR EXECUTIVES AT MALCOLM BALDRIGE AWARD-WINNING INSTITUTIONS A Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy by Cheryl H. Kisunzu April2011 © Copyright by Cheryl H. Kisunzu 2011 All Rights Reserved ANCHORING CHANGE IN HIGHER EDUCATION: NARRATIVES FROMSENIOR EXECUTIVES AT MALCOLM BALDRIGE AWARD-WINNING INSTITUTIONS A dissertation presented in partial fulfillment of the requirements for the degree Doctor of Philosophy by Cheryl H. Kisunzu APPROVAL BY THE COMMITTEE: ________________________________ _____________________________ Chair: Loretta B. Johns Dean, School of Education James R. Jeffrey ________________________________ Member:Shirley A. Freed ________________________________ Member:Sylvia Gonzalez ________________________________ _____________________________ External: Date approved To my parents, John Rufus Harris and Herdisene Theresa Robinson Harris. I fully recognize that if my leadership is but a glimmer of theirs,God will be glorified and lives will be enriched. This is my prayer. iii
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