IDEAL Leadership Development
Session Three
March 2, 2012
Video Conference
1
Agenda
12:00 – 1:00 Lunch and Change Leader Team Presentations
1:00 – 1:30 Increasing the Impact of Your Change Theme
1:30 – 2:30 Cross University Discussion: Increasing
Collaboration and Building Sustainability
2:30 – 2:45 BREAK
2:45 – 3:15 Leadership Vision
3:15 – 4:00 Team Discussion: Implementing the Change
Project
4:00 – 4:30 Whole Group Discussion
2
Increasing the Impact of Your Change
Theme Across Your University
• Collaboration Checklist (handout)
• Stages of Change
• Framing the Message
3
Increasing Impact through Collaboration
Collaboration Checklist
 Increase sustainability; mutual interest, mutual
benefit (diversity office, IR, Case/Fisk)
 Build grassroots support
 Develop resources
 Embrace those with political or decision-making
power
 Change Project Template asks you to think of
resources needed and potential alliances
4
Start Where You Are:
The Five Stages of Change
1. Pre-contemplation – “we have always done it this way”,
“can’t lower standards”; No dialogue & no resources
2. Contemplation – “we need to figure out how to keep
women and minority faculty”, “diversity is excellence”;
Workshops, discussion, taskforces & committees
3. Preparation – “I use best practices for hiring women and
minority faculty”; Resources, training
4. Action – “I hired my first women Post-doc”; Numbers
increase, leadership roles increase (deans, chairs etc.)
5. Maintenance – “I am always recruiting women and
minority applicants”; Annual data review, policies,
rewards/reinforcements for behavior
5
Start Where You Are:
The Five Stages cont.
 Pre-contemplation – No dialogue & no resources
 Contemplation – Workshops, discussion, committees
 Preparation – Resources, training
 Action – Numbers increase, women in leadership roles
 Maintenance – Data review, policies, rewards
 With respect to the ADVANCE goal:
– What stage is your university at?
– What stage are your IDEAL departments at?
– How can you use this information help you develop
your message about the goals of your theme and
current project?
6
Start Where you Are:
Tailor Your Message
 Stage-matched interventions outperform one-size-fits-all
interventions in behavior studies.*
 Allows everyone to participate in the change even if they are
not ready to take action.
 Acknowledges that the power to change already exists and
is a choice.
 Concrete reflection of how you
can move the needle on change.
See Pre-Reading, “Diversity in Academic Medicine: The Stages of Change Model”, Carnes, Handelsman, Sheridan
* “A Transtheoretical Approach to Changing Organizations”, Janice M. Prochaska, James O. Prochaska, and Deborah A.
Levesque, Administration and Policy in Mental Health, Vol. 28, No. 4, March 2001
7
Frame Your Message
 Communication is not just information transmission it is the
management of complex meaning
 “Framing” organizes experience and shapes content
 Where do you want the attention? Clearly define:
– The goal of the theme and/or change project
– The goal of the communication/meeting (information,
persuasion, collaboration, input, celebration)
– Mutual purpose, the benefit for all
– Specific strategies, actions, or contributions that would
move the project forward (if applicable)
8
Use All the Available Tools
 Framing your message focuses attention where you want it
– now use what you have
 Hold informational meetings
– In all IDEAL departments
– With potential collaborators to explore common priorities
– With constituents who may be affected (pre-tenure faculty etc.)
 Use and adapt prepared IDEAL PPTs, summaries, web
pages and publicity
 Activate your marketing department university and collegewide
 Use national events like AAUW report to raise awareness
and highlight IDEAL
9
Cross University Discussion:
Increasing Collaboration and
Building Sustainability
1:30 – 2:30 pm
10
Leadership Vision
• What is vision?
• The transformative power of vision
• Framing your goals to be compelling
• Activating campus allies
• Building institutionalization into activities
• Measuring your transformation
11
Two Important Components of
Leadership Vision
 Core Purpose: The organization’s
fundamental reasons for existence beyond
survival
 Envisioned Future: a clear and
compelling dream or ideal state
12
Core Purpose
 Vision defines an organization’s fundamental purpose
 It defines the customer and the critical processes
 Answers the question: What purpose does our existence
serve?
 How do we contribute to a larger system?
 What business are we really in? Not in?
 What is our formula for success - how will we survive,
compete, and grow?
 What results are we striving for? How will we achieve
these?
 Is not an objective with a timeline, but rather the overall
goal that is accomplished as organizational goals and
objectives are achieved
13
Future State
 Defines the desired or intended future state of an
organization
 Answers the question: Who/where do we want to
be in the future?
 Describes how the organization would like the
world in which it operates to be
 Provides a 'picture' of the organization in the
future.
 Vision is a long term view
14
What Vision Does
 Grabs, pulls, animates, and inspires
people
 Creates order out of randomness
 Generates excitement for the project
 Instills confidence
 Forces us to take a stand for a preferred
future
15
How Leaders Communicate Vision
 They compellingly articulate purpose
 They constantly share information about how
accomplishing the vision benefits all
 They use vision to provide direction and priorities
 They keep the vision energized and up to date
 They create the environment that supports
achieving the vision
 They are the champions and stewards of the
vision
16
Example of Vision
CWRU’s Mission (core purpose)
 To improve people’s lives through preeminent research, education and
creative endeavor. We realize this goal through:
 Scholarship that capitalizes on the power of collaboration.
 Learning that is active, creative and continuous.
 Promotion of an inclusive culture of global citizenship.
CWRU’s Vision (future state)
 We aspire to be recognized internationally as an institution that imagines
and influences the future. Toward that end, we will:
 Support advancement of select academic fields as well as new areas
of interdisciplinary excellence.
 Provide students with the knowledge, skills and experiences necessary
to become leaders in a world of rapid change and increasing
interdependence.
 Nurture a community of scholars who are cooperative, collegial and
committed to mentoring and inclusion.
 Build on our relationships with world-class health care, cultural,
educational, and scientific institutions in University Circle and across
greater Cleveland.
17
ACES (CWRU’s ADVANCE)
Vision
To promote a campus-wide
culture characterized by equality,
participation, openness, and
accountability
18
IDEAL Vision
Commitment and
Sustainability
Information & Best
Practice Sharing
University Change
Projects
Change Leader
Development
To increase the number of
STEM women and minority
faculty in all ranks and
leadership at each partner
university through:
 Creation of an active change
leader community through
leadership development of
key change agents
 Implementation of annual
projects to drive change with
structures, policies, practices,
metrics
 Sharing information and best
practices across partner
universities, including
through an annual plenary
conference
 Commitment and
sustainability from senior
administration.
19
The Transformative Power of Vision
 The Visual Image (clarity)
 The Pygmalion Effect (self-fulfilling prophesy)
 Heliotropism (attention and energy)
 The Hawthorne Effect (mindfulness)
 The Halo Effect (focus)
 Flow (attuned to context)
20
The Levels of Vision
NSF-ADVANCE
IDEAL Partner
School Vision
Increase the representation
and advancement of women
in academic STEM careers
for a more diverse science
and engineering workforce.
Each Partner School’s Vision
of Transformation
Annual Change
Project’s Vision
Each Annual Change
Project’s Vision
21
Embed Your Vision into the Fabric of the
University
 Activate campus allies
 Build institutionalization into activities
 Embed vision at all levels, University
Leadership, School/Department, Campus
 Permeate the university with your vision
22
Embed Your Vision: Activate your Allies
and Build Institutionalization
 Hold regular meetings of the IDEAL project team and invite
relevant others to attend
 Weave a coalition of campus allies to move IDEAL goals
forward and embed the project in a sustainable way
– Indictor data can strengthen IR capabilities to measure and
document transformation
– “NSF cannot be your IR” comment at mid-project site visit
led to expanded department
 Think now about institutionalization - How will IDEAL changes
and momentum be sustained?
– E.g. Faculty Diversity Specialist position and Women’s
Center staff position from soft money to permanent
23
Examples of Embedded Aspects of ACES
(now ACES+)
Commitment of Senior Administrators
Accountability of Deans
Provost’s Annual
Leadership Retreat
University
Leadership
Coaching and networking
for women faculty
Search Committee
Supports
School and Department Level
New Policies,
Structures
& Procedures
Coaching, training &
development of deans,
chairs in S&E and other
depts.
Opportunity Grants
for Faculty
Campus Level
Hotline Coaching for
Women faculty
24
Embed Your Vision: Connect the Dots and
Share Information
 Link IDEAL to your university’s strategic plan and/or
diversity plan
 Bring up IDEAL in various venues and meetings on
campus
 Share information with IDEAL departments and schools
through websites, flyers, brochures, university publicity
 Hold special update meetings with concerned constituents
(e.g. women faculty, women faculty of the school of
medicine,
 Hold events to build community (e.g., speakers like
Bernice Sandler, annual ACES Theater Party, Provost’s
Leadership Retreats)
25
Provost Leadership Retreats 2004 - 2010
2004 - “NSF-ACES Year One”
2005 – “Things That Work!”
2006 - "Leading Change: Creating Tomorrow's University”
2007 - “Competing for the Academic Workforce in a Global Environment.”
2008 - “Consolidating Our Gains, Shaping Our Future”
2009 – “Tomorrow’s Faculty: Trends, Opportunities and Actions”
2010 - “Building Cooperative Capacity in Academic Departments”
26
Link Your IDEAL Theme and Project to
NSF-ADVANCE Goals
NSF-ADVANCE
IDEAL VISION
IDEAL
PROJECTS
BGSU
CWRU
CSU
UT
KSU
UA
National Priority: Increase the
representation and
advancement of women in
academic STEM careers for a
more diverse science and
engineering workforce.
Adapt & disseminate
ADVANCE successes and
create a community of
Change Leaders
Change Projects drive
Transformational Themes
at IDEAL Partner Schools
27
Team Discussion:
Implementing the Change Project
 Clarify your change project vision (core purpose
and future state) building on the institutional
change theme
 Frame your agenda
 Define how the theme and project benefit all
Report out at 4:00 p.m.
28
Scheduling & Next Session
Please complete your session evaluation
Suggestions for topics for Final Leadership Session
Tuesday, April 10th at BGSU
Plenary Conference: Friday, September 28th
9:30 – 4:00 pm at CWRU
www.case.edu/provost/ideal/plenary.html
29