000			08899cam a2200853 a 4500
001			ocn890377877
003			OCoLC
005			20171224114727.0
006			m o d
007			cr |||||||||||
008			140909s2015 cau o 001 0 eng
010			_a 2014036005
040			_aDLC _beng _cDLC _dYDX _dN$T _dYDXCP _dTEFOD _dE7B _dCDX _dOCLCF _dMFS _dGPM _dEBLCP _dDEBSZ _dIAD _dOSU _dDG1 _dCOO _dDEBBG
019			_a898101386 _a961582969 _a962642674
020			_a9781118762233 (pdf)
020			_a1118762231 (pdf)
020			_a9781118762127 (epub)
020			_a1118762126 (epub)
020			_z9781118762035 (hardback)
020			_a9781119210825
020			_a1119210828
020			_z1118762037
029	1		_aDEBSZ _b425894193
029	1		_aDEBBG _bBV042734442
029	1		_aDEBBG _bBV043613881
029	1		_aDEBBG _bBV043397116
035			_a(OCoLC)890377877 _z(OCoLC)898101386 _z(OCoLC)961582969 _z(OCoLC)962642674
037			_a8FF9CD6E-D6C0-48C0-9888-C95FFFBA7202 _bOverDrive, Inc. _nhttp://www.overdrive.com
042			_apcc
050	0	0	_aLB2341
072		7	_aEDU _x015000 _2bisacsh
082	0	0	_a378.1/01 _223
084			_aEDU001000 _2bisacsh
049			_aMAIN
100	1		_aBuller, Jeffrey L.
245	1	0	_aChange leadership in higher education _h[electronic resource] : _ba practical guide to academic transformation / _cJeffrey L. Buller.
250			_aFirst Edition.
260			_aSan Francisco : _bJossey-Bass, _c2015.
300			_a1 online resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
500			_aIncludes index.
520			_a"Initiate innovation and get things done with a guide to the process of academic changeChange Leadership in Higher Education is a call to action, urging administrators in higher education to get proactive about change. The author applies positive and creative leadership principles to the issue of leading change in higher education, providing a much-needed blueprint for changing the way change happens, and how the system reacts. Readers will examine four different models of change and look at change itself through ten different analytical lenses to highlight the areas where the current approach could be beneficially altered. The book accounts for the nuances in higher education culture and environment, and helps administrators see that change is natural and valuable, and can be addressed in creative and innovative ways.The traditional model of education has been disrupted by MOOCs, faculty unions, online instruction, helicopter parents, and much more, leaving academic leaders accustomed to managing change. Leading change, however, is unfamiliar territory. This book is a guide to being proactive about change in a way that ensures a healthy future for the institution, complete with models and tools that help lead the way. Readers will: Learn to lead change instead of simply "managing" it Examine different models of change, and redefine existing approaches Discover a blueprint for changing the process of change Analyze academic change through different lenses to gain a wider perspective Leading change involves some challenges, but this useful guide is a strong conceptual and pragmatic resource for forecasting those challenges, and going in prepared. Administrators and faculty no longer satisfied with the status quo can look to Change Leadership in Higher Education for real, actionable guidance on getting change accomplished"-- _cProvided by publisher.
520			_a"This book applies positive and creative leadership principles to the issue of leading change in higher education, providing a blueprint for how administrators (and faculty members) can change the process of change at their institutions. By examining four different models of change, redefining existing approaches to leadership, and offering ten analytical lenses through which to examine academic change, the book presents an entirely different way of thinking about change"-- _cProvided by publisher.
500			_aMachine generated contents note: About the Author Introduction Chapter 1: The Only Thing We Have to Change Is-Change Itself Chapter 2: Reframing Change Chapter 3: Determining the Need for Change Chapter 4: From Change Management to Change Leadership Chapter 5: Why Strategic Planning Doesn't Work Chapter 6: Creating a Culture of Innovation Chapter 7: Leading Reactive Change Chapter 8: Leading Proactive Change Chapter 9: Leading Interactive Change Chapter 10: Organic Academic Leadership References Index.
588			_aDescription based on print version record and CIP data provided by publisher.
504			_aIncludes bibliographical references and index.
505	0		_aCover; Title Page; Copyright; Contents; About the Author; Introduction; Chapter 1 The Only Thing We Have to Change Is-Change Itself; The Kübler-Ross Model of Change Management; The Krüger Model of Change Management; The Kotter Model of Change Management; The Role of Organizational Culture in Change Processes; Hierarchical Organizations; Decentralized Organizations; Distributed Organizations; The IKEA Effect; Why Change Must Change; What about Other Stakeholders?; Conclusion; Chapter 2 Reframing Change; Different Ways of Viewing Change; The Common View of Change; The Classical View of Change
505	8		_aThe View of Continual ChangeThe Intentional View of Change; The Visionary View of Change; Bolman and Deal's Four-Frame Model; De Bono's Six Thinking Hats; Ten Analytical Lenses; Conclusion; Chapter 3 Determining the Need for Change; Is All Change Good for Higher Education?; Is All Change Bad for Higher Education?; Is Some Change Good for Higher Education?; Case Study: Pursuing Innovation without First Establishing Need; The Ten Analytical Lenses and the Need for Change; The Drivers of Change; The Central Role of the Needs Case in Change Leadership; Conclusion
505	8		_aChapter 4 From Change Management to Change LeadershipThe Learning Culture Theory; The Change Leader's Road Map and the Change Journey; C. Otto Scharmer's Theory U and Mindfulness-Based Leadership; Creative Leadership; The Pattern That Emerges; Change Leadership in Higher Education; Scenario One; Scenario Two; A Comparison of These Strategies; Conclusion; Chapter 5 Why Strategic Planning Doesn't Work; A Brief Primer on Strategic Planning; The Limitations of Strategic Planning in Higher Education; Little Advice on How to Plan; Overly Generic Mission Statements; Limited Options
505	8		_aThe Planning FallacyThe Need to Measure the Measurable; Shallow SWOT Analysis; Platonicity, Reification, and the Lorenz Butterfly Effect; Fitting the Culture; The Lack of Mission in Mission Statements; Better Approaches to Strategic Change; Scenario Planning; The Strategic Compass; Conclusion; Chapter 6 Creating a Culture of Innovation; Creativity as Lateral Thinking; Preparing a Program for Formalized Lateral Thinking; Refinements to Formalized Lateral Thinking; The Role of Mind-Set, Outliers, and Learned Optimism; Innovation Killers and Innovation Midwives; Conclusion
505	8		_aChapter 7 Leading Reactive ChangeFighting Icebergs with ICE; Types of Change; Is Reacting Actually Leading?; The Transformation from Elon College to Elon University; The Transformation from High Point College to High Point University; The Lessons to Be Learned; Levels of Change; Conclusion; Chapter 8 Leading Proactive Change; The Myth of Visionary Leadership; The Telling-Is-Leading Fallacy; Arizona State University; University of Notre Dame; The New Horizons Plan for Saudi Higher Education; Conclusion; Chapter 9 Leading Interactive Change; University of Nebraska-Lincoln
650		0	_aUniversities and colleges _xAdministration.
650		0	_aEducational change.
650		0	_aEducational leadership.
650		7	_aEDUCATION / Administration / General. _2bisacsh
650		7	_aEducational change. _2fast _0(OCoLC)fst00903371
650		7	_aEducational leadership. _2fast _0(OCoLC)fst00903527
650		7	_aUniversities and colleges _xAdministration. _2fast _0(OCoLC)fst01161604
650		4	_aUniversities and colleges -- Administration.
655		4	_aElectronic books.
655		0	_aElectronic books.
776	0	8	_iPrint version: _aBuller, Jeffrey L. _tChange leadership in higher education _b1 _dSan Francisco : Jossey-Bass, 2015 _z9781118762035 _w(DLC) 2014022659
856	4	0	_uhttp://onlinelibrary.wiley.com/book/10.1002/9781119210825 _zWiley Online Library
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