How You Can Enact Change Theory in Higher Education

What happens if you install a new LMS that students and faculty refuse to adopt and use? What if employees in finance develop a manual workaround for the new multi-million-dollar ERP system? What if you implement new course scheduling systems and not all units participate? Any significant, high-risk change that depends on people adopting and using it needs effective change management to be successful. Because institutions don’t change—people do. Critical Changes to Manage in Higher Ed Today According to a recent Educause poll on adapting to change and disruption, 69% of respondents in higher education said their institution continued to experience a great deal or some change and disruption. Disruptions range from staffing challenges and flexible work arrangements to outdated technologies and falling enrollments. Although implementing any change comes with unique challenges, projects that have the most significant impacts on the way people do their daily work pose particular risks to the institution’s investments. This is because the success of these changes depends upon people adopting and using new ways of working. And because changes in higher education often impact the day-to-day actions of thousands of staff, faculty, students and stakeholders, the risk of these projects failing outright can’t be understated. Although any change can pose challenges to people, these six challenges are particularly complex and dependent on adoption to succeed: Process changes are common in higher education today, especially with IT systems changes. Some are very large in size and scope, such as installing a customer relationship management (CRM) system or transitioning to a new enterprise resource planning (ERP) system across multiple colleges or departments, or entire university system. Other process changes are smaller, like integration of tools and resources, or an academic technology that is specific to one college. Regardless, process changes impact many aspects of a person’s job—from job roles and responsibilities to workflows and tools. Data governance in higher education is critical. Do we have the same language? Do we have shared definitions? Are we storing data in a consistent manner? Who owns the data? Who can access the data? Who can generate reports versus react to reports? The data governance component is another big part of the complexity of managing changes in higher education, and data governance drives additional process changes to manage, impacting systems, tools, job roles, mindsets, and more. Regulatory changes affect institutions far more broadly than it seems. For example, a regulatory change from the US Department of Education on third-party partnerships impacts the outsourcing of different operations to support and deliver services and programs. Changes in financial aid application process—the FAFSA (Free Application for Federal Student Aid) that every student fills out every year—impact the ways institutions must collect, store and manage personal information and tax data from students and parents. Regional, state, and programmatic accreditation requirements drive changes broadly across the institution and within specific programs. Institutions need to understand and address all these ripples and plan carefully to ensure that people are equipped to perform their jobs the day the regulatory changes go into effect. Failure leads to costly rework, incorrect reimbursements, and the loss of students who depend on timely financial aid. Technology impacts nearly every area of higher education. Institutions leveraging outdated or homegrown IT infrastructures and systems experience challenges, which inhibit their ability to scale. Those without online offerings before the pandemic found quick ways to add online offerings by building or buying tools to host them—and now the systems and processes to be formalized. And accessibility issues need to be addressed in face-to-face and virtual delivery. Overall, institutions need to find balance between using SaaS integrated IT services, third-party provided services, and homegrown efforts. These decisions provide many choices, and drive changes to people’s jobs and reporting structures, systems and processes, tools, critical behaviors, and work locations. Course planning includes changes that enable coursework and degree completion, such as updates to registration systems and creating student pathways to graduation. Design and delivery of instructional content also involves changes like enabling virtual lab work or installing a learning management system (LMS) to house curricular assets and facilitate asynchronous student conversations. In addition to impacts on systems and processes, changes to course planning have huge impacts on mindsets and beliefs. People need functional training, as well as support throughout the transition, to ensure that they have the skills and mindset needed to bring the change to life and then sustain it without developing workarounds. Data and cybersecurity issues drive ongoing cross-functional changes. Declining enrollments and the need to offer online programs is accelerating changes that keep institutions relevant, attract students, and maintain market share. Leveraging data-driven insights enables institutions to make better business decisions, such as identifying programs with the potential for high return on investment (ROI), understanding marketing conversion rates, or simply understanding what activities no longer align with the institution’s vision. Cybersecurity also generates ongoing, top-priority changes to protect institutions. And because cybersecurity is everybody’s job today, it can’t be relegated to the IT department. We really need to help people change behaviors and adopt new tools to be successful. Why Higher Ed Needs Change Management Change management is far more than sending a few communications about the changes and offering functional training on the new tool or process. Change management is an enabling framework for managing the people side of change. It’s the discipline that guides how you prepare, equip and support people who are impacted by these important changes to their daily work. The benefits of applying change management in higher ed institutions include: Preventing and mitigating resistance to change from faculty, staff, students and other stakeholders Improving engagement, mitigating negativity and turnover, and enhancing the working experience at your institution Delivering the people-dependent portion of ROI on your must-win projects and initiatives Mitigating costs and risks from project rework and failure Minimizing change saturation and fatigue, and avoiding project collisions within your portfolio of changes Prosci ‘s 25 years of research on the Best Practices in Change Management represents the largest body of knowledge in the change management discipline. This research shows that projects with effective change management are 7X more likely to meet or achieve objectives than projects with poor change management. Even fair change management correlates with achieving a 3X likelihood of success. In addition to meeting objectives, our research shows that projects with effective change management correlate with being 5X more likely to stay on schedule and 1.5X more likely to stay within budget. Actions to Start Addressing Critical Changes in Higher Ed The fact that institutions must juggle different types of changes with cross-functional overlap and limited resources adds to the complexity of managing change in higher education and requires more focus on managing the overall portfolio or program of changes to get it right. Our research consistently shows that having a structured approach to change management is a top contributor to success with change because it enables you to implement multiple changes and scale efficiently while speaking a common language across the institution. Your institution can start managing important changes more effectively by taking the following steps: Work with institutional leaders to get support and commitment for change management Our research shows that change management expertise lives in many functional areas of institutions, and most commonly in IT, HR, the project management office, and strategic planning office. If you already have change management professionals applying change management on projects in your organization, enlist them to help you present a case to leaders for why change management can benefit your project or initiative and the larger institution by sharing its benefits, how it works, success stories, and its ROI. Intentionally build change management capabilities in your teams Building your institution’s change capabilities enables you to handle more change, faster and more cost-effectively. Every institution is unique. You might start by selecting key members of your team to go through to change management training. If you need to scale and mature quickly in change management, our Change Advisors can help you develop a holistic approach to building capabilities with training, hands-on deployment support, change management consulting, licensing, and other guidance. Equip people to perform their unique roles during change Change management practitioners are equipped to lead your overall change management strategy and planning, but they can’t do it alone. Active and visible sponsorship is the number one success factor in every Best Practices in Change Management research study. Sponsors need coaching to understand what to do, when to do it, and how. People managers are so essential, they play five key roles during change, and they need to develop the right skills. You can support them with coaching, holding meetings to practice new skills, or by hosting a community of practice to share best practices and insights. Learn More About Change Management in Higher Ed Higher education institutions face a wide range of disruptive changes, and change management is essential for managing the people side impacts. By acting today, you can start developing the skillset your people need to lead your institution into this new era of education—one that is steeped in innovation and resilience.

Research consistently supports the need to align leadership approaches with the unique needs of faculty, staff and students to achieve success. But, according to the National Student Clearinghouse, universities and colleges face challenges on a much larger scale. Post-secondary enrollment is over a million students below pre-pandemic levels The number of students dropping out before completing a degree rose to over 40 million Only 3.6 million college and university students graduated last year, a four-year low Leaders in higher education are now tasked with improving these poor outcomes while undergoing significant changes to keep pace in a transforming landscape—from incorporating remote learning opportunities to integrating new technologies. According to EDUCAUSE, a third of surveyed institutions increased their central IT operating expenditure by over 30% between 2022 and 2023. In this context, it’s clear that the leaders in higher education need to expand their focus to embrace a systemic change management approach that allows for more. What it Means to Be an Effective Leader in the Changing Higher Education Landscape Leaders in higher education are as diverse and multifaceted as the institutions they represent. The context of their work is equally dynamic—institutional leaders navigate a landscape of entrenched traditions, cultural change, and the relentless tide of technological innovation. Key academic leaders, such as university presidents, provosts, deans and department chairs, are the primary sponsors of change in higher education—not to mention key C-suite stakeholders across finance, human resources, IT and academic departments. These leaders authorize major transformations and also play a major role in helping their institution realize the desired benefits of a digital transformation or policy overhaul. Specifically, these academic leaders help coordinate the change effort from a high level, engaging constantly with project and people leaders across academic and administrative departments. It’s crucial to remember that key stakeholders—including students, faculty, administrative staff and well-funded academics—also play an important role during times of change. While these individuals may not be the initiators of change, some are critical influencers during change, and all of them need to adopt the change for it to be successful. Unfortunately, there are many challenges facing both the primary sponsors and key change agents in academia as these institutions try to keep up with the changing education landscape. The Challenges of Leading Change in Academia The unique culture of higher education makes the change process arduous. Unlike organizations in the business world, university and college leaders must contend with a range of unique attributes while trying to implement new policies, initiatives or infrastructure changes. Those leading or sponsoring change initiatives in higher education often come up against many of the following issues: Decentralized decision-making – Complex and layered governance can slow decision-making and dilute accountability. Faculty governance means deans and department chairs can have high power and autonomy. Entrenched culture – Many leading academic institutions have been around for centuries, creating deeply rooted traditions and highly esteemed values. Furthermore, tenured faculty can often be more resistant to change than non-tenured counterparts. Varied interests and capacity – There can be large disparities between departments regarding priorities, budgets and values. For instance, business, engineering and medical schools often have more financial resources and sway than other schools and institutes. Multiple bottom lines – Return on Investment (ROI) is defined differently in the higher education context, especially with public funding. These institutions have the typical financial goals of large organizations but also prioritize non-financial outcomes like retention, graduation rates, growth in sponsored research, faculty recruitment/retention, faculty recognition and national rankings. The multiple stakeholders beyond students and faculty vying to influence leadership goals and decision-making can be overwhelming—e.g., alums, donors, city/state lawmakers, federal regulators, federal grant agencies, and accreditors. Reputational damage – Many universities and colleges prioritize maintaining a strong reputation in academia and the public eye. Key stakeholders may resist significant change if they believe that failure to achieve outcomes will negatively impact that reputation. Increased risk of losing talent – With higher education’s unique factors of tenured faculty, entrenched culture and extreme decentralization, poorly managed change efforts are more likely to lead to loss of valuable talent in key areas throughout the university. These issues all contribute to the dismal state of change in higher education, where over 70% of large-scale initiatives fail to achieve desired outcomes. So, how can universities and colleges enact successful change in an environment where governance structures and cultures are so resistant to change? Empowering Higher Education Leaders to Enact Change The sheer variation in governance structures, leadership roles, and levels of autonomy interacting in academia precludes using a one-size-fits-all change management approach. It requires a structured, flexible approach to managing the change and a nuanced understanding of the institution's culture, the specific change and those impacted. With 25 years of applied research in organizational change, Prosci has developed a framework that adapts and scales to the needs of these complex organizations and their leaders. In that time, our team has collected over two decades of longitudinal research on the dynamics of change within large institutions. Here are three of the biggest findings observed over this time: 1. Active and visible sponsorship is the number one contributor to successful change management Since 1998, one factor has led the way in Prosci benchmarking reports in terms of the biggest contributor to change management success—primary sponsorship. These individuals ultimately sign off on investment in change and, while they may not lead the initiative directly, play an indispensable role in determining its outcome through active and visible promotion. Our research shows that primary sponsors who follow the ABCs of sponsorship—active and visible participation, building a coalition of sponsorship, and communicating support—strongly correlate with achieved outcomes. 2. The use of a structured change management approach is the second strongest predictor of successful change Outside of effective primary sponsorship, there’s no more important contributor to successful organizational change than a structured change management approach. Researchers, industry experts and consultants have developed methodologies, often based on change theory, that can be flexibly applied across different organizational contexts—even those as complex as higher education. Prominent examples include Kurt Lewin’s change model, Kotter’s 8-Step Change Process, and the Prosci ADKAR® Model. Prosci research shows that organizations that apply effective change management are seven times more likely to meet or exceed objectives. 3. Middle management is the leading employee cohort in terms of resistance to change Prosci research consistently points to middle managers as the most resistant to change within the organization. This resistance can culminate in technical system changes, an emotional reaction to a changing power structure, and other technical and human factors. Considering middle managers are the connective tissue between the upper level of a company and its front-line workers, overcoming this resistance is vital. Over time, we’ve also discovered and tested a range of solutions for overcoming resistance to change within this central tier of the organization. The Prosci Methodology The Prosci Change Management Methodology stands at the forefront of enabling organizations, including higher education institutions, to navigate the complexities of change with a structured and practical approach. At the core of the Prosci Methodology and models is the understanding that successful change isn’t just about the technical solution being implemented but also about the people involved and being impacted. Here are the structured, scalable and adaptable approaches Prosci takes to driving organizational change: PCT Model – The Prosci Project Change Triangle (PCT) Model is a framework that highlights these four critical aspects of successful change efforts: Leadership/sponsorship Project management Change management A shared definition of success This model underscores the importance of a shared definition of success across these areas. In higher education, leaders need to actively sponsor and support change initiatives, aligning them with the institution's strategic goals and managing the people side of change. ADKAR Model – The Prosci ADKAR Model is a goal-oriented tool that guides individual and organizational change through five key outcomes: Awareness of the need for change Desire to participate and support the change Knowledge of how to change Ability to implement required skills and behaviors Reinforcement to sustain the change This model is handy for leaders in higher education, as it helps them understand and address the individual change journey their faculty, staff, students and other stakeholders experience. Prosci 3-Phase Process – The Prosci 3-Phase Process is a structured yet adaptable framework designed to guide organizations through successful change management. It divides the change process into three key phases: Phase 1 – Prepare Approach – This phase involves defining the change strategy, preparing the change management team and developing the sponsorship model. Phase 2 – Manage Change – During this phase, the team develops and implements plans for communication, sponsor activities, training, coaching and resistance management. Phase 3 – Sustain Outcomes – The final phase focuses on collecting and analyzing feedback, diagnosing gaps, managing resistance, and implementing corrective actions and recognition. The PCT Model, ADKAR Model, and 3-Phase Process complement each other to create change. It's particularly relevant in higher education, where institutional challenges and governance structures greatly influence the success of change initiatives. Prosci Drives Change at Leading Institutions The Prosci Methodology has guided prestigious institutions like Texas A&M and the University of California, San Diego (UCSD) through significant change initiatives, demonstrating the power of adaptive leadership and strategic change management. Texas A&M University (TAMU) The Texas A&M University System needed to overhaul its 35-year-old legacy payroll system to a cloud-based version—a process that would impact 200,000 students, faculty and retirees across numerous organizations. In addition to the technical challenges this represented, the project leader faced long review cycles, a lack of alignment on the ideal solution and a decentralized process for determining finances. What appeared to be a technical process was a change that affected every level of the university ecosystem's operations. The Prosci team stepped in to facilitate this transition, recognizing the need for a leadership approach that was directive, inclusive and repeatable. Using the Prosci 3-Phase Process and ADKAR Model to guide the process, Prosci helped TAMU’s Executive Director of Project Management with the following: Identification of the over 10,000 stakeholders most impacted by the project and an assessment of their leadership styles and training needs. Proactive management of likely areas of resistance, including repeated communication of upcoming changes and access to technical coaching. Strengthening ties between the A&M System sponsors and the Chief HR and Financial Officers from each university and agency through an Executive Advisory Committee (EAC). Application of the ADKAR Model to create training curriculum and eLearning modules for full-time employees, HR liaisons and managers. Facilitate collaboration between the EAC and key change agents in middle management to develop a communications plan that resonates with all impacted parties. Read the full case study for a closer look at how TAMU’s $4.5-billion higher education network successfully navigated change in a complex, decentralized environment. University of California, San Diego (UCSD) UCSD, a top-15 research university worldwide, needed to change numerous processes and systems to create a more collaborative cross-discipline environment. This plan would impact all aspects of the campus. University leadership knew that a comprehensive change management plan was required to ensure that the tens of thousands affected by the transition would receive support throughout. This required a balance of leadership styles, blending democratic and transformational approaches to engage a diverse academic community. UC San Diego partnered with Prosci to speed up the transition process and leverage our decades of experience enacting complex change. Working closely with the Staff Education and Development team, Prosci helped drive change in the following ways: Preparing UCSD change agents for the necessary large group training sessions through the Prosci Train-the-Trainer Program Facilitating award-winning development days that empowered 90% of the 500 attendees with new knowledge and tools Building off the success of development days by promoting and regularly hosting change management training and services on campus Augmenting change management training with smaller-scale webinars based on pressing issues like resistance to change and sponsor engagement UCSD's initiative led to a more change-capable organization, where the principles of change management became embedded in the university's culture, paving the way for ongoing and future transformations. Read the full case study to see how Prosci helped UC San Diego empower key leaders to embed change management materials throughout their campus and foster a pro-change environment. Training and Supporting Key Change Agents in Higher Education Prosci empowers leaders in various organizational contexts, including higher education, to drive and manage change effectively. Prosci has been applying research on best practices in change management for over 25 years, and we base our structured methodology and analytic tools on that research. With decades of experience, Prosci offers comprehensive enterprise training and supportive advisory services tailored to meet the unique challenges and dynamics of leading institutions like Texas A&M and UCSD. These resources are invaluable for institutions seeking to foster transformational leadership and successfully navigate the complexities of change. To explore how Prosci can assist your institution in harnessing effective leadership for change management, visit the Enterprise Training and Advisory Services pages for more information and guidance.