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HORN  \nWITH CONTRIBUTIONS FROM RYAN MACINNIS AND RICHARD PRICE  \nOCTOBER 2022  \nC HR IST E NS E N INS T I T U  \nTABLE OF CONTENTS  \nIntroduction  3  \nUnderstanding the Level of Agreement: Tools of Cooperation  4  \nLeadership Tools  6  \nManagement Tools  8  \nCulture Tools  8  \nPower Tools  9  \nTool of Separation  10  \nTools of Cooperation in Action in Higher Ed  11  \nLeadership Tools at Yale University  11  \nManagement Tools at Northeastern University  12  \nPower Tools and the Tool of Separation at Southern New Hampshire University  13 Culture Tools at Simmons University  14  \nMechanisms of Movement  16  \nSuccess  16  \nCommon Language  16  \nThe Power of Education  18  \nNotes  19  \nAbout the Institute, About the Author  20  \nT E : H OW L EA D E RS CA N S U CC ESS FU L LY MA NAG E C HA N G E I N HI G HE R E D 2  \nINTRODUCTION  \nIn traditional institutions of higher education, presidents can’t snap their fingers to move the college or university in a particular direction. Shared governance—the processes through which faculty, the administration, and even students and staff participate in creating the policies and charting a direction for an institution—is a major tenet of higher education.  \nHow to get cooperation and agreement to move an institution forward is one of the trickiest parts of the leader’s job. Yet moving forward must be a priority as higher education copes with the emergence of technology-enabled learning solutions while maintaining an increasingly expensive traditional educational model. Add to this environment a number of stressors—from the challenges of educating during the pandemic, to shrinking numbers of high school graduates, to turbulent debates over what schools can and can’t teach and what faculty can and can’t say—and it’s imperative to chart strategic paths forward rather than stay put or drift. There’s arguably never been a more difficult time to be a leader of a higher education institution. The average tenure of a college president has consistently and steadily declined over the last couple of decades. It’s no longer unusual to see presidential tenures end after three to five years.  \nAgainst this backdrop, a theory from our research on innovation can help leaders. It’s a theory about what tools to use when there are varying levels of agreement within an organization. Used as a lens to better understand causal mechanisms, the theory reveals that not all the tools available to leaders work in all circumstances. To successfully chart a course forward, leaders need to understand the level of agreement inside their college or university and then use the right tools to forge ahead.  \nC HR IST E NS E N INST IT UT E : H OW L EA D E RS CA N S U CC ESS FU L LY MA  \nC HR IST E NS E N INS T I T U  \nUNDERSTANDING THE LEVEL OF  \nAGREEMENT: TOOLS OF COOPERATION  \nOnce a college or university leader has clarity around what they want to change, they still need to convince the individuals who play a role and have a say in the change—even if the leader has designed and tested the change with significant parts of the community.  \nHow can leaders convince individuals to cooperate and work together? There are a variety of tools, ranging from motivational, visionary speeches to command-and-control orders that an individual could use to elicit cooperative behavior. These are called the Tools of Cooperation.  \nThe first important thing to know is that most of these tools don’t work most of the time. As a result, leaders often fail when trying to manage change, as the tools they use waste credibility, energy, and resources. Therefore, the most important upfront action is to assess the organization’s circumstance in terms of stakeholders’ agreement on what the organization’s goals should be and how it can achieve them.  \nFigure 1 depicts these two variables. The vertical axis measures the extent to which the people involved agree on the go","cbCaim6BonsZ5iRU","https://ap.wps.com/l/cbCaim6BonsZ5iRU","pdf",5081917,21,"English","# Introduction\n## Shared governance and leadership challenges\n# Understanding the Level of Agreement: Tools of Cooperation\n## Assessing stakeholder agreement on goals\n## Assessing agreement on cause and effect\n# Leadership Tools\n# Management Tools\n# Culture Tools\n# Power Tools and the Tool of Separation\n# Tools of Cooperation in Action in Higher Ed\n## Leadership Tools at Yale University\n## Management Tools at Northeastern University\n## Power Tools and Separation at Southern New Hampshire University\n## Culture Tools at Simmons University\n# Mechanisms of Movement\n# Success, Common Language, and the Power of Education\n# Notes\n# About the Institute, About the Author","[{\"question\":\"How do leaders assess stakeholder agreement to choose the right tools?\",\"answer\":\"They evaluate two dimensions: agreement on the organization’s goals (what people want) and agreement on cause and effect (how actions lead to desired outcomes). Correct diagnosis strongly influences how changes should be rolled out.\"}]","HOW LEADERS CAN SUCCESSFULLY MANAGE CHANGE IN COLLEGES AND UNIVERSITIES - Leadership Tools and Cooperation Tools | PDF",1792044644,53]