1. Improvement Initiative Status Report and Transition Management Workshop February 14, 2014 I Richard Wilkinson, AVC 1

2. AGENDA 2 1. Update on Strategic Planning Process 2. Workshop on Managing Change and Transition

3. Vision / Values Current Reality Strategic Priorities Action Plan Strategic Planning Elements 3

4. Graduate Review 2011-2012 Needs Continuous programmatic improvement and a more uniform sense of collegiality Rigorous 3 rd Year reviews of junior faculty “Faculty and staff are encouraged to think creatively and embark on a new phase of development to change the nature and scope of operations.” “Determine whether the pedagogy, course content and course sequencing best support student learning outcomes.” Interim Review Planned for 2016-2017 4

5. Recommendation 6 & Suggestion 5: Program Improvement; “Uniform” Collegiality It is critical that the Director of the Institute, with the support of the Chancellor of the University, ensures that transparent, collegial discussions occur without the fear of repercussions on the junior faculty. The Institute of Technology faculty, together with UW- Tacoma administration, should use the next retreat as an opportunity to examine the underlying dynamics that are constraining continuous programmatic improvement and a more uniform sense of collegiality.

6. Suggestion 7: Entrepreneurship The faculty may want to explore cooperative curricula with the Milgard School of Business to provide explicit entrepreneurship education to technical majors.

7. 7 What will the Institute of Technology offer and how will it be organized to best serve the students and community in 2020? StudentsIndustry Other Institutions UW Campuses CityFacultyStaffUWT Focus Question and Stakeholder List

8. 8 Focus Question What will the Institute of Technology offer and how will it be organized to best serve the students and community in 2020? Primary Stakeholders Secondary Stakeholders UWT Institute Faculty & Staff STEM Outreach Admissions & Advising Center Staff JBLM Industry Communities (Tacoma, South Sound…) Federal & State Govts. Other UW campuses Other Academic Institutions Students Focus Question and Stakeholder List

9. A Possible Strategic Planning Process 9 Whole Group Design Group Whole Group Design Group Implemen- tation Yes! NN

10. 10 Managing Change & Transition

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14. Changes of any sort succeed or fail on the basis of whether the people affected do things differently. Bill 14

15. 15 Marv We change as we have face-to-face contact with others and receive new information. We change as we listen and respond in new ways, hearing ourselves say things we never said before. We change when we think out loud with those whose actions affect us.

16. What are the characteristics of well- managed change? 16

17. 17 Why do people resist change?

18. It isn’t the changes that do you in, it’s the transitions. Change is situational: the move to a new site, the retirement of the founder, … Transition is psychological; a three-phase process people go through as they internalize and come to terms with the details of the new situation that the change brings about. 18

19. The Transition Curve 19 Denial Anger Resentment Fear Depression Disorientation Commitment Reconnecting Re-envisioning Rebuilding Resistance Disenchantment Disappointment Bargaining Emerging acceptance Exploration Openness to trying Two-steps ahead, one-step back Focus Externally Focus on the Future Focus on the Past Focus on Self

20. B ILL B RIDGES ’ T RANSITION M ODEL 20

21. New Beginnings Endings Neutral Zone 21

22. Hey, gang: Let’s change the peer observation process! Better Teaching 22

23. New Institute Peer Observation Process What you do that’s really effective. Keep on doing it! > What you could do that would make you even more effective. > 23

24. Purpose Picture Plan Part to play Try these with a change we’re planning. New Beginnings 24

25. And to make an end, is to make a beginning. The end is where we start from. T. S. Eliot 25

26. Endings Which of these ideas are most relevant to changing the peer observation process? 1.“You have to end before you begin” 2.Expect over-reaction 3.Acknowledge losses openly and sympathetically 4.Identify what is changing, what is remaining the same 5.Expect and accept grieving: Anger, sadness, anxiety, confusion, denial 6.May experience some excitement 7.Compensate for the losses in some way 8.Mark the endings 9.Treat the past with respect 10.Give people information, and do it again and again 11.Show how endings ensure the continuity of what really matters 26

27. Even cowards can endure hardship; only the brave can endure suspense. Mignon McLaughlin 27

28. Neutral Zone How would you use these ideas in helping implement changes to the peer observation process? 1.See as a difficult but creative time, a time for sorting out 2.Consider what no longer serves us well 3.Normalize the neutral zone 4.Redefine it; seek new metaphors 5.Create temporary systems 6.Strengthen connections within the group 7.Use a transition monitoring team 8.Use the neutral zone creatively:  Experiment  Train on discovery and innovation  Embrace losses, setbacks, or disadvantages as entry points for new solutions  Brainstorm new answers to old problems  Plan retreats, surveys and suggestion campaigns  Make time to take stock and question the usual 28

29. The 3 Questions What’s changing? What will be different as a result? Who’s losing what? Answer these questions for the change we’re planning. 29

30. 30 What did you learn today ?

31. Thank you! 31