“Unscrambling the egg” – reflections on a (mainly) successful University change project.
AUA Leeds 2016
Damian BarryConsultant and PhD candidateUniversity of Melbourne
A change story that involves:
• Department of Accounting and Finance, Monash University, Australia
• marriage• counselling • divorce• property• custody• institutional homogenisation
2
Marriage
• Married 1997 - marriage of “equals”• 2006: 120 academics; 33 professional staff; 5 campuses• Strong but unequal growth – students, revenue, academic
staff• “Change junkie” - adopt and adapt culture• Strong leadership • Opportunistic approach• Largest and most profitable department
3
4
STRUCTURE 2013
6 September 2012
Head of Department
Exec Asssistant x 2
Discipline Heads x 2
Academic staff
Business Manager
Finance
Research Admin
E Learning & Design
Academic Development
Marketing and Events
Academic & Admin Support
Admin staff
HDR Co-ordinator
B. Acc & leadership Programs
Academic Quality Manager
The “scrambled egg”
Ingredients: People Policy Process Structure Multi- campus & x-campus culture:
A “one department” approach
March 2016 5
A real scrambled egg….
6
Counselling
2007-2011: Push for separation
2012 : External review recommended a separation …the “marriage” is over
6 September 2012 7
The professional staff view…..initially
6 September 2012 8
Critical timeline
• November 2012: Dean accepts Review Committee decision
• Separation approval timeline:1. Faculty Executive: March 20132. Faculty Board: April3. Academic Board: May4. University Council: June 2013
March 2016 9
Preparing for the change ….Governance, policy and process:
Steering committee and dedicated project officer Project plan – deconstruct the department: ”rats” and
“mice” Communication plan including dedicated web, email
and FAQ Change workshops for leaders and professional staff Agreement on language Strong message: “No job losses – but role change”
June 2014 10
For professional staff
March 2016 11
WAITING
PATIENCE
DIVORCEJune 2013: Council approves….the change really
begins…
• Phase 1 – Management proposal• Phase 2 - Implementation
March 2016 12
Change…lifecycle
Source: Kubler-Ross– “” 13
CUSTODY: What about the staff?
March 2016 14
Custody principles
• Keep academic staff within relevant discipline groups
• Provide world-best support
• BUT….. “Living under the one roof”
Sept 2014 15
Custody and adoption – unscrambling the egg
Principles• Staff will be treated fairly and equitably • Staff allocated to roles in the new structure• Agreed process to fill new positions• High HEW (salary level) “shared staff” adopted
out• Business Manager role (me) – no new home but
a transition role
March 2016 16
The new structure - the unscrambled egg
17
Department of AccountingHead of Department
Academic Staff Business Manager
Senior Execu
tive Officer
Programme Manager
Senior Adminis
trator (Educat
ion)
Senior Adminis
trator (Resear
ch)
Administrati
on Officer
Administative Assist
ant
Post separation – first 9 months
• staff adjusted to new paradigm and new roles• staff reverted to positioning themselves • it was still all new.. it will take time and patience• Faculty / university changes create a continuum of
change.. unsettling• co-location created issues• staff tensions emerged• institutional homogenisation setting in! Loss of
uniqueness
March 2016 18
Success keys
6 September 2012 19
Recipe for success:Govern & Manage Well
6 September 2012 20
Select change model Define leadership roles
Know where resources reside
Allocate resources adequately
Recognise complexity Keep track
Be consistent Model buy-in
Source:VCrew2016
Governance of change
• Is not the same as change management• Need clarity as to who is making the decisions
and who is implementing• Decision making processes in place• Engage stakeholders in decision making• Clear “rules of the game”
March 2016 21
Successful ?.......why?• A plan and agreed approach – governance and
management model in place• Business as usual during the waiting period• Staff allowed to express a preference• Keep the “big” picture in mind• Collegiality, collaboration and cross training• Opportunity for staff to provide feedback
Sept 2014 22
Successful…why?
SMILE
LEAD
March 2016 23
LEADER ...SHIP
• Maintain professionalism and task – business as usual
• Take the opportunity to influence the outcome• Being the leader And the change champion • Collaborating, negotiating• Keeping staff on point and generating enthusiasm• Accept the down side – rise above• “Rejection”
March 2016 24
Change as transition.. .change is normal
Source: William Bridges – “Transition Model” 25
Questions
26
Thank You
6 September 2012 27
Top Related