System members at odds: managing divergent perspectives in the higher education change process

Achieving a shared vision is often cited as a prerequisite to successful organisational change. What change strategists do not take into consideration is how this concept applies to complex systems such as those found in higher education. This paper explores and identifies the divergent perspectives...

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Bibliographic Details
Published in:Journal of higher education policy and management 2011-04, Vol.33 (2), p.131-140
Main Author: Barnett, Kathy
Format: Article
Language:English
Subjects:
Admission Criteria
Attitudes
Case studies
Change Agents
change implementation strategies
Change management
Change strategies
Demographic factors
Educational Change
Educational factors
Enrolment management
Group Unity
Higher Education
higher education systems
Organisational change
Organizational Change
Organizational Objectives
Perspective Taking
Program Implementation
shared vision
Shared visions
Socioeconomic factors
Stakeholders
stakeholders' perspectives
State Colleges
symbolic interactionism
Tertiary education
University administration
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Summary:Achieving a shared vision is often cited as a prerequisite to successful organisational change. What change strategists do not take into consideration is how this concept applies to complex systems such as those found in higher education. This paper explores and identifies the divergent perspectives and meanings found among the multiplicity of stakeholders that comprise systems of higher education. Based on a case study involving the implementation of a new admissions criteria framework, the author identifies two strategies that were successfully used by change agents. The findings are relevant to those involved in implementing change in higher education.
ISSN:1360-080X
1469-9508
DOI:10.1080/1360080X.2011.550086