Full Description
This book focuses on developing an understanding of the complex interplay of forces acting on individual universities and higher education systems to enable leaders and practitioners to take purposeful and strategic action. It explores the challenging landscape of higher education and the pressures that are reshaping the university as a societal institution, describing the complex interplay of technological, sociological, political and economic forces driving change. The issues analysed are global in scope, reflecting the diversity of contexts, but also the common nature of the challenges facing institutions individually and collectively. The analysis draws on the lessons learnt and evidence from over fifty organisational case studies undertaken by the author over the past decade, exploring organisational change in higher education institutions in New Zealand, Australia, the United States and the United Kingdom, and on his engagement as president of the ACODE organisation with colleagues responsible for learning technological change in Australasia. The book helps institutions respond to technological change purposefully, in ways that build upon a clear understanding of the complex nature of the existing institution, its students and the organisational context.
Contents
Part I: Making sense of the Context for Change in Higher Education.- Chapter 1. Introduction.- Chpater 2. The Scale and Scope of Higher Education.- Chapter 3. Internal and External Stakeholders in Higher Education.- Chapter 4. Financial Challenges, Constraints and Consequences of Funding Higher Education.- Chapter 5. Qualifications as a Defining Feature of Higher Education.- Part II: Technology.- Chapter 6. Introduction.- Chapter 7. Technology as a catalyst for Change.- Chapter 8. Lessons from the Failure of the Virtual University.- Chapter 9. Technology and Modern Students - The Digital Natives Fallacy.- Chapter 10. Open Education: A Parable of Change in Higher Education.- Part III: Sensemaking and Change in Higher Education.- Chapter 13. Introduction.- Chapter 12. The Modern Technological University.- Chapter 13. Making Sense of the University's Purposes, Values and Culture.- Chapter 14. Quality as Sense-making.- Chapter 15. Using Evidence to Guide Sense-making.- Chapter 16. Making Sense of Change.- Part IV: Leading Change in Higher Education Through Sense-giving.- Chapter 17. Introduction.- Chapter 18. Strategic Planning as Sense-making.- Chapter 19. Futures Scenarios as Tools for Sense-giving and Sense-making.- Chapter 20. Sense-giving and Leadership.- Chapter 21. Conclusion.
