Lumina Case Studies Leadership Test

Leading in
Tough
Times
Workbook
CaseStudiesfor
HigherEducation
Leaders
By Brent D. Ruben and Susan Jurow
AbouttheAuthors
BrentD.RubenisexecutivedirectoroftheUniversityCenterforOrganizationalDevelopmentand
LeadershipanddistinguishedprofessorofcommunicationsatRutgersUniversity.
SusanJurowisleadershipconsultantfortheNationalAssociationofCollegeandUniversityBusiness
Officers.
NACUBOwouldliketothankLuminaFoundation,anIndianapolisbasedprivatefoundationdedicatedto
expandingaccesstoandsuccessineducationbeyondhighschool,forsupportingthisproject,andin
particularKevinCorcoran,Luminaprogramdirector.
TheauthorswouldliketoacknowledgeandthankDonnaKlingerforhereditorialassistance.
2012byNACUBO
Allrightsreserved.Noportionofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,
electronicormechanical,includingphotocopying,recording,orbyanyinformationstorageandretrievalsystem,
withoutpermissioninwritingfromthepublisher.
NationalAssociationofCollege
andUniversityBusinessOfficers
Washington,DC
www.nacubo.org
2 LeadinginToughTimes:CaseStudiesforHigherEducationLeaders
Copyright2012,NACUBO
TableofContents
UsingThisWorkbook4
SouthRidgeStateCollege:RoleoftheChiefBusinessOfficer.....7
AbbreviatedVersionofCaseStudy..7
CaseStudy..8
RecordersForm.....14
SkylineStateUniversity:TravelPolicyProceduresandPracticesTaskForce...15
AbbreviatedVersionofCaseStudy......15
CaseStudy......16
RecordersForm..24
SamuelWatersCollege:BudgetFuturesSummitRetreat..25
AbbreviatedVersionofCaseStudy...25
CaseStudy...26
RecordersForm..32
ReginaldMurphyCollege:GenderEquityIssues..33
AbbreviatedVersionofCaseStudy..33
CaseStudy.....34
RecordersForm....40
TimberlineUniversity:ArtGalleryFacultyExhibitsProgramControversy....41
AbbreviatedVersionofCaseStudy...41
CaseStudy.42
RecordersForm...49
SanPedroCollege:StaffProductivityandMorale..50
AbbreviatedVersionofCaseStudy.50
CaseStudy....51
RecordersForm...56
LeadinginToughTimes:CaseStudiesforHigherEducationLeaders 3
UsingThisWorkbook
Intheseuncertaintimes,campusstakeholdersmustlearntomakethebestdecisionpossiblein
ambiguoussituationswherethereislessthanoptimalinformationavailableandtheoutcome
cannotbepredicted.
Thecasestudiesinthisworkbookfocusonfinancial,cultural,andethicalissuesthathave
occurredonmanycampuses.Theyraiseissuesthatarenoteasilyaddressedorthatare
resistanttoeasyconsensus.Theyprovideopportunitiestopracticenimbledecisionmakingand
engenderasenseofsharedresponsibility.Thehighereducationcommunitycanusethesecase
studiesinavarietyofwaystofocusattentionandfosterdiscussiononoperationalandstrategic
concerns.
Campusleaderscanengagetheirconstituentsinsubstantivediscussionsabouttheimpactof
theissuesraisedbythesecasestudiesontheircampus,helpingfaculty,trustees,and
administrationdevelopconsensusaboutprioritiesforengagement,levelsofresources
required,and/ortheneedforreallocationofresources.Thecasesalsocanbeusedina
teachingortrainingenvironment.Becausethesecasesoutlinecontemporarycampusissues,
theyareusefulineitherahighereducationadministrationdegreeprogramoraleadership
trainingprogrammanagedbyacampusorhighereducationassociation.
CaseStudyDefined
Acasestudyisarealisticscenariothatoutlinesmanagementand/ortechnicalproblemsand
challengesinawaythatprovidespracticalexperiencewithhowbesttoapproachandsolve
them.Itdescribesasituation,andthenraisesquestionstoenhanceaparticipants
understandingoftherangeofissuesthatneedtobeaddressed.Itpermitstheparticipantto
proposeandtestsolutionsandstrategiesinasafeenvironment,onethatdoesnothave
immediateandpracticalconsequences.
Casestudiesimprovealearningexperiencebecausetheygettheparticipantsinvolvedand
encourageimmediateuseofnewlyacquiredskills.Theyhelpparticipantsdevelopskillsthat
theycanuseintheworkplace.Theskillsetmayinclude:
Problemidentificationanddefinition
Analyzing,understanding,and
interpretingdata
Analyticalandcriticalthinking
o Recognitionofassumptions
andinferences
Exercisingjudgment
o Makinganddefending
decisions
Understandinginterpersonal
relationships
Communicatingideasandopinions
Acasestudymayincludesomeorallofthefollowing:
Settingthescene
o Detailsoftheorganization
o Descriptionoftheplayersorstakeholders
o Outlineoftheparticularchallengeorproblem
Availableresources,ifany
Issuesintheworkenvironmentthatmightaffecttheproject
CaseStudyComponents
Thecasestudiesinthisworkbookhavefiveparts:
1. ShortandLongVersions:Eachcasestudyisprovidedintwoforms,sothattheirusecanbe
tailoredtothetimeavailablefordiscussion.
2. RecordersForm:Aformisprovidedforeachcasestudytohelpguidediscussion,totrack
groupconsensusforreportingtoalargergroup,andtocollectgroupdiscussionforfurther
analysisifdesired.
3. DiscussionandInteractiveOptions:Thesesectionswithinthecasestudiessuggestthought
provokingquestionsandprovideguidanceformanagingadialogueonthetopic.
4. Debriefing(ThemesandLeadershipCompetencies):Thesituationsinthesecasestudies
reflectissues,strengths,andflawsfoundinmost,ifnotall,organizations.Thecasestudies
aredesignedtofocusonleadershipcompetenciesthatcanandshouldbeexhibitedatall
levelsoftheorganizationtomitigateweaknessesandsupportorganizationaleffectiveness
andachievement.ThecompetenciessuggestedinthesecasestudiesaretiedtoWhat
LeadersNeedtoKnowandDobyDr.BrentRuben,publishedbyNACUBO,2006.
5. Readings:Additionalreadingsaresuggestedforthosewhoareinterestedindevelopinga
greaterunderstandingofthetopicunderdiscussion.
ExamplesofUses
Thesecasestudiescanbeusedinseveralways.Themostappropriateapproachwilldependon
thesubjectmatter,thetimeavailable,andthedesiredoutcome.Themoretimeexpended,the
greaterthedepthofcomprehension,skillutilization,andpersonalinvestmentinthegoalsof
theorganizationarelikelytooccur.
OneHour.Withashortamountoftime,apresentationorindividualreadingofthecasecanbe
followedbyasessionofquestionsandanswerstogiveagrouptheopportunitytoclarifyand
enhancetheirunderstandingofthetopicunderdiscussion.Thismightbeopenendedormore
carefullystructuredwithspecificquestionsdesignedtofocusparticipantsonparticularaspects
oftheproblemorchallengesinthecase.
TwoHours.Withmoretime,casestudiescanbeusedeffectivelyinsmallgroupstodeepenthe
discussionandinsights.Inthissituation,thecasestudiesarefirstreadanddiscussedbysmall
groups,usingworksheetstodirectthedialogue.Theresponsesofeachgrouparereportedto
thelargergroupinaplenarysetting,andsimilaritiesanddifferencesinproblemdefinitionand
approachcanenhancetheparticipantsappreciationofthechallengesinherentinthescenario
andtheirabilitytothinkthroughthevariouswaysofmeetingthem.
FourHours.Withadditionaltimeandpreparation,roleplayingcanbeintroducedintothecase
studies.Participantscanbeaskedtoconsiderthesituationfromtheperspectiveofdifferent
stakeholdersandtopresentthatindividualsconcernsandpointofview.
SouthRidgeStateUniversityCaseStudy:
RoleoftheChiefBusinessOfficer
(AbbreviatedVersion)
TheSetting
SouthRidgeStateCollege(SRSC)isacomprehensivestate
institutionwithanenrollmentof22,000primarily
undergraduatestudents.Aswithmanycollegesand
universities,SRSCisexperiencingdifficultyearsfinancially.Statesupporthasbeendeclining
forhighereducationandotherstatefundedagenciesandactivities.
Toaddressthestatefundingsituation,SRSChasincreasedtuitionandstudentfeessubstantially
inrecentyearstothepointwherethishasbecomeatopicinthelocalmedia.Becauseofthe
budgetsituation,theuniversityhasimposedatemporaryhiringfreezeforthecurrentacademic
year,whichwilllikelycontinueforatleastanotheryear.Therewillbenosalaryincreasesthis
year,andlastyearfacultyandstaffincreaseswerelimitedtocontractualpaymentsduefor
facultypromotions.Campusleadersremainoptimisticaboutthelongterm,buttheydonot
expectthesituationtoimproveinthenextseveralyears.Studenttuitionandfeeswillhaveto
increaseconsiderablytohelpaddressthesituation.
YourChallenge
InyourcapacityasCBO,acolleagueinthebudgetofficementionstoyouthatshehasheard
fromhersonwhoattendsSRSCandisamemberoftheStudentLife,CampusProgramming
Committeethatthecommitteeisplanningtousestudentfeestohireacontroversial
televisionrealityshowstarasaneveningentertainerfortheannualnewstudentorientation.
Youunderstandthattheproposedfeeis$30,000.
Discussion
1. What,ifany,issuesareofconcernforyou?
2. Whatconstituenciesmightbeconcerned?Whatmighttheirconcernsbe?
3. What,ifanything,doyoudoorsay,andtowhom?Whatsyourrationale?
4. What,ifanything,doyouthinkshouldbedone?Why?
SouthRidgeStateUniversityCaseStudy:
RoleoftheChiefBusinessOfficer
Background
SouthRidgeStateUniversity(SRSU)isacomprehensivestate
institutionwithanenrollmentof22,000primarilyundergraduate
students.Amajorityofstudentsmajorinliberalarts,althoughthereisgrowingenrollmentin
business,communication,andeducationdegreeprograms.SRSUattractsamajorityofits
studentsfromwithinthestate,drawingmostheavilyfromthesixcountiessurroundingRidge,a
townof45,000,whichisthecountyseatandlocationofSRSU.Middletown,population
155,000,islocated33milestothenortheast.
StatesupporttoSRSUhasbeendeclininginrecentyears,anditappearsthispatternislikelyto
continue.TheseproblemsarenotuniquetoSouthRidge,ortohighereducationinthestate,
forthatmatter.Infact,allstatefundedagenciesaregoingthroughdifficulttimes.The
challengestoSRSUarecompoundedbydifficulthousingandjobmarketsintheRidge
Middletownareathatshowfewsignsofimprovement.Exacerbatingthegloomyfinancial
outlookisthefloodofarticlesandstoriesinlocalmediaremindingthecommunityoftheir
difficulties,pointingtotheneedforspendingcutbacksonpublicsectoractivities,and
contributingtoalackofconfidenceinlocalandstateleaders.
SRSUhasoffsetcutsinstatefundingwithrathersubstantialincreasesintuitionandstudent
feesinrecentyears,andthat,too,hasreceivedlocalmediaattention.Onerecenteditorial
pagearticleintheMiddletownMessenger,titled,IsSRSUToneDeaf?recountsthetrendof
tuitionincreases,notingthatinmostyearsincreasesatSouthRidgesurpassedstatecutstothe
institution,andarguingthattheuniversitymustbeginamorefundamentalreexaminationofits
missionandoperationsandrethinkitsapproachtofiscalmanagement.
ThearticlecallsupontheSRSUadministrationtorespondtotheirchallengesasabusiness
would,byrefocusingandreprioritizingratherthancontinuallyraisingthecostofproductsand
servicestuition.TheeditorialseverelycriticizesSRSUscommitmenttorevenuegenerating
varsitysports,andquestionswhetherwhatwerecalledtheexcessiveexpenditureson
athleticsmakesenseinthecurrentclimate.Abusinesswouldaskhowathleticscontributesto
thecoremissionoftheenterprise,andiftheansweristhatthecontributionisperipheral,then
theactivitywouldbeeliminatedordownsized.Whyshouldtheapproachbeanydifferentin
highereducation?Thearticlealsocriticizestheuseofallegedlyscarceresourcestooffer
coursesandsponsoreventsthathavenodemonstrableeducationalvalue.
ViewedfromtheperspectiveoftheleadersofSRSU,changesarebeingmadetoincrease
efficiencyandeffectivenessandtoberesponsivetofiscalandpublicpressures.Inthisregard,
SouthRidgeleadershiphasdecidedtoimplementatemporaryhiringfreezeforthecurrent
academicyear,anditwilllikelybecontinuedforatleastanotheryear.Therehavebeenno
salaryincreasesthisyear,andlastyearfacultyandstaffincreaseswerelimitedtocontractual
paymentsdueforfacultypromotions.Campusleadersremainoptimisticaboutthelongterm,
buttheyacknowledgethatthereisnoreasontoexpectthesituationtoimproveinthenext
severalyears.Clearly,salariesandvacatedpositionscantbefrozenindefinitely,andoverhead
andadministrativecostscontinuetorise.SRSUsleadersclearlyseethatstudenttuitionand
feeswillhavetobeincreasedconsiderablyintheyearsaheadtohelpaddresstheshortfall.
YourChallenge
Astheseniorfinancialandadministrativeofficer,youhaveanumberofthoughtsonthe
challengesfacingSRSU.Youunderstandthatthefiscalpressuresarerealandareunlikelyto
dissipatesoon.Youalsounderstandthebasisofthecritiquethattheinstitutionisnot
necessarilybeingrunasabusinesswouldbe,andyoucanappreciatetheviewofthosewho
pointtotheneedtostreamlineandfocusonthemissioncriticalactivitiesnecessarytoeducate
tomorrowsworkforce.However,youalsounderstandandcanappreciatetheacademicview
thatpublichighereducationwasneverenvisionedtobeabusinessintheusualsenseofthe
termandthatithasaspecialmissionwithinsociety.Itshouldservenotonlytheemployment
needsofstudentsandparents,butalsoshouldadvanceknowledge,promotegeneraleducation
andcriticalthinking,andshouldtherebyfurtherthevaluesofademocraticsociety.Italso
shouldservethecommunityatlarge.
Theessentialchallengeyoufaceaschiefbusinessofficerisdetermininghowtoreconcilethe
variouseconomicandmarketplacecrosspressuresthatconfronttheinstitutionanddeciding
howtoactmostappropriatelyonyourinsights.So,forexample,whatresponsibilityifany
doyouhaveinpromotingaleadershipteamdiscussionofand/orresponsetothecritiquethat
theuniversityisnotbeingrunusingsoundbusinesspracticesortheattackonathletics?When
youhearaboutdecisionsbeingmadethatseemtoreinforcetheideathathighereducationis
tonedeaftothefiscalrealitiesandmarketplaceperceptions,whatresponsibility,ifany,do
youhavetoaddresstheseissues?
Heresonerecentexample:Acolleagueinthebudgetingofficementionstoyouthatshehas
heardfromhersonwhoattendsSRSUandisamemberoftheStudentLife,Campus
ProgrammingCommitteethatthecommitteeisplanningtousestudentfeestohirea
controversialtelevisionrealitypersonalityaseveningentertainmentfortheannualnewstudent
orientation.Youunderstandthattheproposedfeeis$30,000,allofwhichwillcomefroma
studentfeessetasideaccount.
Youareawarethattheshowandthecelebrityinquestionhavereceivedafairamountofpublic
criticism,particularlyfromconservativeorganizations,fortheexcessivelyliberalapproachto
sexualactivityanddruguseportrayedontheprogram.
Discussion
Take20minutestoprepareaplanforhowbesttoaddressthepotentialhiringofa
controversialtelevisioncelebrity.Asagroup,considerwhatprincipleswouldguideyour
thinkingasanindividual,asamemberofthesenioradministrationoftheinstitution,andas
thechieffinancialofficer.Aschieffinancialofficer,whatresponsibility,ifany,doyouhaveto
raiseconcernsrelativetothispendingdecision?Whatfactorswouldyouconsiderinarrivingat
adecisioninthematter?Ifyoudecideditwasappropriatetoraiseconcerns,whatprocess
wouldbemostappropriate?
InteractiveOptions
1. Thefacilitatorcanprovidereactionstothedraftplansubmitted,raisequestions,raise
concerns,describepossibleconsequences,and/oraddadditionalinformationfor
consideration.
2. Dependingongoalsofthesession,thetimeavailable,andthesizeofthegroup,the
processcanbestructured,sothatparticipantsshareresponsesacrossmultipletables
andanalyzecommonthemes,differences,andsimilarities.
3. Additionalinformationortimepressurescanbeintroduced,andthegroupcanbeasked
todevelopaplantoaddressthem.
4. Thefacilitatorcanintroduceanadditionalcontextorhigherlevelissuefor
consideration.Theseissuesmightincludefeedbackthatindicatesasignificantconcern
onthepartofthefacultyorthreatsfromthestatelegislatureregardingpotential
consequencesifthecelebrityishired.
Debriefing
Themes
ChiefBusinessOfficerRole:WhatistheCBOsrole?Towhatextentdothe
responsibilitiesoftheroleextendtomattersthatoccuroutsideofthescopeofactivities
oftheindividualswhoreportdirectlytoyou?
LeadershipPrinciplesandValues:Whatprinciplesand/orvaluesshouldguidedaytoday
decisionmakingbyseniorleadersingeneralandCBOsmorespecifically?Insituations
whereonesprinciplesandvaluesdontnecessarilypointinthesamedirectionor
action,howshouldoneprioritize?
RoleExpectations:Inasituationsuchastheonedescribed,whataretherisksand
negativeconsequencesofenactingyourroleinamannerthatdoesntalignwithothers
ideasaboutwhatyourroleshouldbe?Whatpossiblebenefitsandpositive
consequencesmayresult?Arethestrategiesavailablethatmayhelptomitigatethe
risks?
Culture:Inwhatwaysisthecultureofaninstitutionandofhighereducationingeneral,
animportantconsiderationinmakingadecisionabouthowtohandleasituationlike
this?Whatdifferences,ifany,betweentheacademicandadministrativeculturesare
likelytocomeintoplaywiththistypeofissue?Howcanthesedifferencesbebest
addressed?
CommunicationandLanguage:Ifyoudecidedtoaddresstheissue,whatprocesswould
bemostappropriate?Withwhomwouldyoucommunicateandinwhatsequence,and
whatchannelswouldyouthinkmostappropriateinthisinstance?Inwhatwaysare
communicationstyle,wordchoice,messagecontent,andtoneimportantconsiderations
foraleaderwhochoosestoaddressanissuesuchasthisone?
Inthiscase,whataresomewordsandphrasesthatmightbeemphasized,suchas
potentialbenefitsforall,avoidreinforcingaviewofinstitutionaltonedeafness,
potentialteachingandlearningmomentforstudentleadersiftheyareinvolvedina
discussionofrisksandbenefitsofthedecisionandothersthatshouldprobablybeused
withcaution,suchasPRconsequencesofmovingforwardandpoliticalsensitivities
intalkingaboutthisprojectbecausetheymayberedflagsforparticulargroupson
campussuchasthefaculty.
LeadershipCompetenciesofParticularImportance
Selfassessment:Inthisinstance,asmoregenerally,itisimportanttobeginataskwith
somecriticalselfreflectiontoidentifyonesleadershipprinciples,values,and
responsibilitiesassociatedwithaparticularrole.Alsoimportanttoconsiderareones
comfortlevelinaddressingthesituationandpossibleinstitutionalandpersonal
consequences,aswellasstrategiesforpreparingandpresentingonesideasifa
decisionismadetoaddresstheissueinsomeway.
ProblemDefinition:Inwhatwaysisproblemdefinitionandproblemclarityparticularly
criticalforsituationslikethisone?Isactionrequired?Fromwhatperspectivesisthisa
problemthatrequiresCBOaction?Arethereperspectivesofthissituationthatlead
toaconclusionthatitisnotaproblem,oratleast,notaCBOsproblem?Howcan
reflectingontheissueofproblemdefinitionbehelpful?
CredibilityandInfluence:Whatcredibilityissuesmaybeinfluencesinasituationsuchas
thisone?Whatmightbedonetoenhancebothcredibilityandinfluenceshoulda
decisionbemadetoaddresstheissue?
StakeholderAnalysis:Insituationssuchasthis,thereareanumberofstakeholdersto
beawareofandtobeconcernedaboutstakeholderswhowillhearandreacttoyour
wordsandactions(ifyoudecidetoaddresstheissue)Whataresomeofthemost
criticalconstituencygroups,whatissueswilllikelybeofparticularimportancetoeach
group,andhowmighttheseconcernsbeaddressed?
Communication,ProblemSolving,andEngagement:Ifyoudecidetoaddresstheissue,
howdoyouproceed?Howdoyoudecidewhotocommunicatewith,inwhatsequence,
andusingwhatchannels?Givingparticularattentiontoidentifyingthemost
appropriatesequenceandmessagesforeachstakeholdergroupwouldbequite
importanttothesuccessofyourefforts,andtominimizingnegativeconsequences.
ToleranceforUncertaintyandRiskTaking:Voicingyourconcernsinaninstancesuchas
thismayrepresentadeparturefrompresentpracticeyoursortheinstitutions.Ifthat
isthecase,inwhatwaysandforwhomwillissuesofuncertaintytoleranceandchange
managementcomeintoplay,andwhatstrategiesmaybehelpfulindiminishingnegative
consequences,andinfact,reinforcingthelikelihoodoffutureactionsofasimilartype
byyouandothersinleadershippositions.
TeamworkandCollaboration:Howmightthehandlingofthissituationcontributeto,or
detractfrom,asenseofcommunityandteamworkwithintheinstitutionsleadership?
Whatapproachesmightcontributetopositiveoutcomesinthisregard?
CrisisManagement:Inacasesuchasthisone,whatarethepotentialcrisis
managementchallengesthatcouldresultifthescenarioproceedsasplanned?How
mightanunderstandingofthedynamicsofcrisismanagementhelpleadtotheadoption
ofpreventativestrategies?
Readings
Becker,E.,andWortmann,J.MasteringCommunicationatWork.NewYork:McGrawHill,
2009.
TheChronicleofHigherEducation.WhattheHellHappenedtoCollegeSports?AndWhat
ShouldWeDoAboutIt?December11,2011.http://chronicle.com/article/WhattheHellHas
Happenedto/130071/
Hignite,Karla.StewardsbyNature,BusinessOfficerMagazine,December2011,pp.1925.
Kotter,J.P.WhatLeadersReallyDo.Cambridge,MA:HarvardBusinessSchoolPress,1999.
Kotter,J.P.Urgency,Cambridge,MA:HarvardBusinessSchoolPress,2008.
Ruben,B.D.WhatLeadersNeedtoKnowandDo:ALeadershipCompetenciesScorecard.
Washington,DC:NationalAssociationofCollegeandUniversityBusinessOfficers,2006.
Ruben,B.D.Understanding,Planning,andLeadingOrganizationalChange.Washington,DC:
NationalAssociationofCollegeandUniversityBusinessOfficers,2009.
Stone,D.,Patton,B.,andHen,S.DifficultConversations.HowtoDiscussWhatMattersMost.
NewYork:Penguin,1999.
Walaski,P.RiskandCrisisCommunication:MethodsandMessages.NewYork:JohnWiley,
2011.
Zdziarski,E.L.,Dunkel,N.W.,Rollo,J.M.CampusCrisisManagementAComprehensiveGuide
toPlanning,Prevention,ResponseandRecovery.SanFrancisco:JosseyBass,2007.
RecordersForm
SouthRidgeStateUniversity
1.
2.
3.
4.
5.
What,ifany,issuesareofconcernforyou?
Whatconstituenciesmightbeconcerned?Whatmighttheirconcernsbe?
What,ifanything,doyoudoorsay,andtowhom?Whatsyourrationale?
What,ifanything,doyouthinkshouldbedone?Why?
Arethereissuesorprinciplesyoucangeneralizefromthiscase?
Forthereporter
Brieflysummarizeyourcase.
Listanymajorproblemsorissues.
Documentanystrategiesforaddressingtheproblemsorissues.
Generalizeissuesorprinciplesfromthecase.
SkylineStateUniversityCaseStudy:
TravelPolicyProceduresandPracticesTaskForce
TheSetting
SkylineStateUniversity(SSU)isacomprehensivepublicinstitution
foundedin1922.Withanenrollmentof26,000studentsandits
4,300facultyandstaff,SSUplaysaverysignificanteducationalrolein
itscityandregion.Skylinemeetsabroadarrayofeducationalneeds
throughitsundergraduate,graduate,andcontinuingprofessionaleducationschools.Like
manyotherinstitutions,theuniversityfacessignificantbudgetchallengesintheperiod
ahead,andthesituationisunlikelytoimproveintheforeseeablefuture.
Organizationally,SSUhastwomajordivisions:1)theOfficeoftheSeniorVicePresidentfor
AcademicAffairstowhichallacademicdeansanddirectorsreportaswellastheleadersof
otheracademic,student,andacademicsupportfunctions,and2)theOfficeoftheSeniorVice
PresidentforAdministrationandFinancetowhichbudgeting,procurement,facilities,human
resources,publicsafety,auxiliaryservices,andallotheradministrativeareasreport.
TheChallenge
SSUspresidenthasdecidedtoformanAdministrativeEfficienciesAdvisoryGroup,tobe
headedbytheseniorvicepresidentforbusinessandfinance.Itsmandateistoconducta
universitywidereviewofadministrativeoperationsandtoidentifyareaswherepotential
savingstime,humanresource,anddollarcanberealized.Theseniorvicepresidentof
businessandfinancehasidentifiedtravelasanareawithmanypotentialopportunitiesfor
efficiencyandcostsavings.Hehasappointedyou,thenewdirectorofpurchasing,whohas
justarrivedattheinstitutionfromacorporatesetting,toheadtheTravelPolicyTaskForce,
chargedwithreviewingcurrenttravelpoliciesandpracticesandprocedures,and
recommendingchangetoenhanceefficiencyandeffectiveness.
Ininformalconversationswithcolleagues,youlearnthattravelpoliciesandpracticeshave
alwaysbeenhandledinadecentralizedmanner,whichisconsistentwiththeuniversitys
culture.Facultyandstaffmaketheirowntravelarrangements,payfortravelthemselves,
andthensubmitrequestsforreimbursement.Basedonyourexperience,youknowthatSSU
couldcutexpensesbystandardizingandcentralizingtravelpoliciesandprocedures.
Discussion
1. Whatarethekeyissuesasyouseeit?
2. Whatdoyoupropose?Why?
SkylineStateUniversityCaseStudy:
TravelPolicyProceduresandPracticesTaskForce
Background
SkylineStateUniversity,likemanyotherinstitutions,facessignificant
budgetchallenges,andtherearefewsignsthatthesituationwill
improveintheforeseeablefuture.
SSUspresidenthasdecidedthatshewillsoonformanAdministrativeEfficienciesAdvisory
Group(AEAG)tobeheadedbytheseniorvicepresidentforbusinessandfinance.The
mandatetotheAEAGistoconductauniversitywidereviewofadministrativeoperations
andtoidentifyareaswherepotentialsavingstime,humanresource,anddollarcanbe
realized.Oncepotentialtargetsforsavingsareidentified,theAEAGwilldevelopalistof
highpriority,highreturnimprovementprojects.
Theseniorvicepresidentofbusinessandfinancewillthenformbroadlyinclusiveproject
taskforcegroups,whichwillbechargedwithconductingananalysis,identifyingoptions,and
makingrecommendationsonaplanofactionforeachtargetedareaforimprovement.The
detailsofthestructureandprocessarestillbeingworkedout.
Youarethenewlyhiredassistantvicepresidentforpurchasingandprocurement.Youcome
toSSUwithprivatesectorexperienceandhaveanumberofideasaboutareaswheremore
efficiency,betteroperations,andreducedcostsarepossible.Travelisoneareainwhichyou
seemanypossiblecostandtimesavings.
Talkinginformallytocolleaguesinpreparationforthiseffort,youlearnthatfacultyandstaff
workrelatedtravelpoliciesandpracticeshavealwaysbeenhandledinadecentralized
manner,whichisconsistentwiththegeneraladministrativetraditionsoftheinstitution.
Thismeansthatfacultyandstaffthroughouttheinstitutionmaketheirowntravel
arrangements,payfortravelthemselves,andthensubmitrequestsforreimbursement.
Basedonyourexperienceinthetravelarea,itiscleartoyouthatSSUcouldsave
considerablemoneyifthetravelpolicies,procedures,andpracticeswerestandardizedand
centralized.
Youscheduleameetingwiththeseniorvicepresident,towhomyourreport,toshareyour
thinking.Theseniorvicepresidentisexcitedbyyourideasandseesthisasaperfectpilot
projectgiventheupcomingAEAGeffortthatwillsoonbeimplemented.Hedecidestoform
aTravelPolicyTaskForceCommittee(TPTF)chargedwithreviewingcurrenttravelpolicies
andpracticesandproceduresandrecommendingchangetoenhanceefficiencyand
effectiveness.Cognizantofyourexperienceandappreciativethatyouhavetakenthe
initiativetobringtheideaforward,hehasdecidedtonameyoutoheadthisimportantpilot
initiative.Youareflatteredbytheconfidenceimpliedbytheappointment,andyoubegin
thinkingaboutthetaskahead.
YourChallenge
Theseniorvicepresidentasksyoutodevelopadraftplanforthetaskforceandtoshareitwith
himbeforeworkbegins.Thedraftistoincludeanagendaforthefirstthreemeetings,outlines
ofinitialmemosorcommunicationthatmightbeneeded,alistofmaterialsthatmightbe
distributedtothecampus,andalistofmajordeliverablesandmilestonesintheworkofthe
groupwithtargetdatesforeach.
Yourtaskforcewillbeacampuswidegroupincludingthefollowingtentativelistofmembers,
noneofwhomyouknow:
Universityauditor
Assistantdirector,budgeting
Administrativeassistant,facilities
Assistantdirector,athletics
Distinguishedprofessor,biology
Dean,SchoolofCommunication
Academicdepartmentchair,publicpolicy
Assistantprofessor,SchoolofBusiness
Associatevicepresidentforacademicaffairs
Associatedirector,universitymediarelations
Assistantdirector,informationtechnology
SkylineStateUniversityProfile
SkylineStateUniversity(SSU)isacomprehensivepublicinstitution
foundedin1922.Withanenrollmentof26,000studentsandits4,300
facultyandstaff,SSUplaysaverysignificanteducationalroleinthe
CapitalCityandtheregion.
Skylinemeetsabroadarrayofeducationalneedsthroughits
undergraduate,graduate,andcontinuingprofessionaldevelopment
schoolsandmajorprogramsinartsandsciences,business,
communication,publicandcommunityadministration,healthand
alliedhealthsciences,education,andperformingarts.
Theinstitutionsmissionemphasizesteachingandlearning,research
andscholarship,andserviceandoutreach.Growingemphasisisbeing
placedonresearch/scholarshipgrants,andtrainingcontractsare
becominganincreasinglyimportantsourceoffundingfortheworkof
theinstitution.
Organizationally,SSUhastwomajordivisions:1)theOfficeofthe
SeniorVicePresidentforAcademicAffairstowhichallacademicdeans
anddirectorsaswellasleadersofotheracademic,student,and
academicsupportfunctionsreport,and2)theOfficeoftheSeniorVice
PresidentforAdministrationandFinancetowhichbudgeting,
procurement,facilities,humanresources,riskmanagement,public
safety,auxiliaryservices,andallotheradministrativeareasreport.
Discussion
Take40minutestoprepareadraftplan.Asagroup,considerwhatadviceyoumightgiveto
theassistantvicepresidentabouthowbesttoproceedwiththisproject.Considerboththe
perspectivesofthepeoplewhowillserveonthetaskforceandthecampuscommunitywho
willbeaskedtomakesignificantchangestothemannerinwhichtheyundertakeabasic
function.
InteractiveOptions
1. Theseniorvicepresident(thefacilitator)canprovidereactionstothedraftplansubmitted,
raisequestionsandconcerns,describepossibleconsequences,and/oraddadditional
informationforconsideration.
2. Dependingongoalsofthesession,thetimeavailable,andthesizeofthegroup,theprocess
canbestructured,sothatparticipantsshareresponsesacrossmultipletablesandanalyze
commonthemes,differences,andsimilarities.
3. Additionalinformationortimepressurescanbeintroduced,andtheassistantvicepresident
forpurchasingandprocurementcanbeaskedtodevelopaplantoaddressthem.
4. Theseniorvicepresident(thefacilitator)canintroduceanadditionalcontextorhigherlevel
issueforconsideration.Theseissuesmightincludefeedbacktotheseniorvicepresident
fromhisacademiccounterpartthatindicatesfacultyconcernthatthenewapproachis
beingtooaggressivelypushedwithoutsufficientcampuswideconsultationorcostbenefit
analysis.Alternatively,questionsoftheAVPPscredibilityduetohislackofhigher
educationexperiencecouldberaised.
Debriefing
Themes
Planning:Whatarethecriticalelementsinplanningforaninitiativelikethisone?Why?
Preparation:Whatkindofpreparationishelpfulfortaskforcemembers?What,ifany,
backgroundmaterials,information,and/orassignmentsshouldbesharedwithtask
forcemembers,andwhenisitmostappropriatetodoso?
Stages:Whatarethecriticalandpredictablestagesataskforcewillgothrough?
LeadershipStyle:Whatleadershipstyleorapproachismostappropriateforthiskindof
project?Doesthevalueorimpactofaparticularstyleorapproachvarywiththestage
oftheeffort?Howso?Whatleadershipcompetenciesareparticularlyhelpfulinthis
kindofscenario?
Sponsorship:Whatroledoesownership,sponsorship,and/orendorsementbysenior
administratorsplayinthesuccessofaprojectsuchasthis?Atwhatstages,withwhom,
andinwhatwaysshouldthislevelofengagementbecommunicated?Whatshouldbe
thecontentandfrequencyofongoingcommunicationbetweentheleaderofthetask
forceandtheprojectsponsor?
Culture:Whataredifferencesbetweentheacademicandadministrativeculture?How
mightthesedifferencescomeintoplayinaprojectlikethisone?Whatleadership
strategiesarehelpfulinaddressingthesedifferences?
Vision:Inwhatwaysisithelpfulordetrimentalforthetaskforceleadertobeginthe
initiativewithaclearvisionthatshesharesattheoutsetwithcolleaguesonthetask
force?Whatelementsofavisionarelikelytobehelpful?
MeetingClimate:Whatshouldbetheidealclimateforthefirstmeeting?Whatcanbe
donebythetaskforceleader,withtheroomsetup,inpremeetingcommunication,etc.
toincreasethelikelihoodthatthisclimatewillemerge?
DelegationandRoles:Howmightrolesandresponsibilitiesbestructuredwithinthis
taskforce?
Timeline:Shouldatimelineofmilestonesordeliverablesbeestablished,andifso,when
andhow?
Experience,Expertise,FamiliaritywithTask,LanguageandVocabulary:Experience,
expertise,andfamiliaritywithtravelpolicy,procedures,andefficienciesareall
significantassetsforthisproject.
KnowledgeofSector:Lackofextensiveknowledgeofhighereducationmaybea
detractor,eitherinfactorintheperceptionsofothers.Beingattentivetopotential
barriersthislackofknowledgeandexperiencemaycreatewillbeimportantin
leadershipofeachphaseoftheproject.
Selfassessment:Asassistantvicepresidentofpurchasingandprocurement,itis
importanttorecognizestrengthsandvulnerabilities.Youcaneasilyrecognize
experienceandexpertisethatisrelevanttotheproblem.Othersmayquestionthe
applicabilityofthatexperiencebecauseitderivesfromthecorporatesector.Forsome,
thisbackgroundcouldbeseenasaliability.
ProblemDefinition:Onesfirstimpressionmaybethattheprimaryprobleminthiscase
relatestodevelopinganewsetofproceduresandpolicies.Infact,overcomingcultural
traditionssuchasdecentralizationisthemorecriticalchallenge.Unlessthetraditionsof
centralizationandfacultyautonomyareconsidered,itisunlikelythatanysolution,no
matterhowefficientandeffective,willbeembraced.
StakeholderAnalysis:Thiscasefeaturesmanykeystakeholders:theseniorvice
president,membersoftaskforce,thesenioradministration,departmental
administrators,staffmembers,facultymembers,travelproviders,ITsupportpersonnel,
andothers.Eachofthesegroupswillbeaffectedbypotentialchanges;eachwillhavea
stakeinthenewapproach.Identifyingtheneedsandconcernsofeachgroupand
addressingthemasapartoftheprocesswillhelptoassuretheeventualacceptanceof
theplan.
AnalysisofTechnology:Communicationandinformationtechnologywillbeimportant
considerationsastheyrelatetogatheringanddisseminatinginformationasapartofthe
planningprocessandintheimplementationprocess.
Enthusiasm,PersonalConviction,andPersistence:Maintaininganddisplaying
enthusiasm,personalconviction,andpersistencewillbehelpfulasateamleader,
particularlysincethenewpoliciesandprocedureswilllikelymoveindirectionsnewto
teammembersandtheuniversitycommunity.Persistenceandpatiencewillbecritical
becausethepaceofchangeinhighereducationispredictablyslowerwithmore
consultationthanincomparableproblemsolvingsituationsincorporatesettings.
ToleranceforUncertaintyandRiskTaking:Becausenewpoliciesandproceduresare
likelytodifferfromtradition,itwillbeimportanttoconveyandencourageahigh
comfortlevelwiththeexplorationofnewpathsandapproaches.
CredibilityandInfluence:Establishingcredibilitywillbeakeysuccessfactor.Being
namedthetaskforceleaderbytheseniorvicepresidentislikelytobehelpful;
perceptionsoftheAdministrativeEfficienciesAdvisoryGroup(AEAG)initiativeare,as
yet,unclear.Credibilitycanbeenhancedbysharingpersonalbackgroundwiththetask
forceinalowkeywayandconveyingthebeliefthatworkingcloselywithcolleaguescan
behelpfulinenhancingtheutilityofthisknowledge.Toaddresstheconcernsofthose
whoquestiontherelevanceofcorporateexperience,thekeywillbetoestablish
credibilityandinfluencethroughinsightsandgoodworkratherthanthroughasserting
credentials.
InterpersonalandGroupOrientation;Listening,QuestionAsking,andLearning:These
competenciesarealwaysvitalingroupproblemsolvingsituations.Listeningtoand
learningfromtaskforcemembersandothersinthecommunitywillhelptoidentify
needs,questions,concerns,impediments,andopportunitiestobeleveraged.Italsowill
helptoidentifywhichindividualsarepotentialsourcesofsupportorresistance.
VisionSetting:Vitaltothesuccessfulleadershipofthistaskwillbehelpingtokeepthe
teamandthecampusfocusedonavisionofwhatispossibleandhowtheoutcomewill
bebeneficialtotheinstitution,faculty,andstaff.
ManagementandFacilitation:Competenciesinthisareaareimportantintheplanning,
preparation,coordination,andguidanceoftheworkofthetaskforceanditsinteraction
withvariouscampusconstituencies.Effectiveplanningandimplementationofpilot
projectsarecriticaltothesuccessoftheoverallproject,inthiscase,theAdministrative
EfficienciesAdvisoryGroup(AEAG)initiative.Theyhelptoidentifyattributesand
problemswiththeidentificationandimplementationofusefulnewpoliciesand
procedures,andtobuildgrassrootssupportforthelargereffort.
InformationandKnowledgeManagement:Animportantfacetofprojectleadershipis
todeterminewhatinformationtosharewithwhomandwhen.Manycriticaldecisions
willneedtobemaderelativetosharingtechnical,bestpractices,andprocess
informationwithtaskforcemembersandalsowiththecampuscommunity.
Readings
HigherEdUtah.org.2011EfficiencyReport.July14,2011http://www.higheredutah.org/2011
efficiencyreport/
Kotter,J.P.Urgency,Cambridge,MA:HarvardBusinessSchoolPress,2008.
Lederman,Doug.MaintenanceOverManagement:ASurveyofBusinessOfficers.InsideHigher
Ed,July6,2011.http://www.insidehighered.com/news/survey/maintenanceover
managementsurveybusinessofficers
NewWaystoCreateSavings.BusinessOfficerMagazine.September2011.
http://www.nacubo.org/Business_Officer_Magazine/Magazine_Archives/September_2011/Sou
thern_Disclosure/New_Ways_to_Create_Savings.html
OhioHigherEd.Efficiencies,2010.http://www.ohiohighered.org/efficiencies
Strober,M.H.CommunicatingAcrosstheAcademicDivide.TheChronicleofHigherEducation,
January2,2011.
Tromp,S.A.,andRuben,B.D.StrategicPlanningHigherEducation.Washington,DC:National
AssociationofCollegeandUniversityBusinessOfficers,2010.
UniversityofCaliforniaBerkeley.OperationalExcellence2012,
http://oe.berkeley.edu/process/index.shtml
RecordersForm
SkylineStateUniversity
3. Whatissuesorprinciplescanyougeneralizefromthecase?
Forthereporter
SamuelWatersCollegeCaseStudy:
BudgetFuturesSummitRetreat
TheSetting
TightbudgetsaretherealityatSamuelWatersCollege(SWC)againthis
yearastheyareatsomanycollegesanduniversities.Withendowment
balancesshowingonlymodestgains,andothersourcesofsupportflat
ortrendingdownward,evenmoderatelyaggressivetuitionincreaseshavenotallowedSWCto
maintainlevelfunding.
Forthepastseveralyears,whenfundingshortfallsweremoremodest,SWCsapproachwasto
askfacultyandstafftominimizewasteandimproveefficiencywithintheirowndepartments.
SWCsbudgetingapproachconstitutedminorsavingsfromtheserequestscoupledwithacross
theboardcutsinoperatingbudgets,largelyinadministrativeareas,andannualtuition
increases.Unfortunately,cutsinoperationalareasandperipheralacademicserviceshave
resultedinworkoverloadsandpoormorale.Manyunitsarebarelyabletofulfilltheirmissions.
Inlightofthishistory,newsthatSWCisheadingintoatwotofiveyearperiodofintensifying
economicdifficultyisparticularlytroubling.Thecustomarybudgetcuttingstrategiesofacross
theboardcuts(largerontheadministrativeside,smallerandmoretargetedontheacademic
side)andsubstantialannualincreasesintuitionwillnolongerbesatisfactorytocarrythe
institutionthroughthechallengesofthenextseveralyearsandbeyond.
YourChallenge
Toaddressdauntingcircumstances,PresidentSwansonhasannouncedthathewillhostatwo
dayCollegeBudgetFuturesSummitRetreatathishomeinthreeweeks.Hehasasked
membersofhiscabinettocomepreparedtopresenttheirviewsofhowSWCshouldconsider
andaddressthenextthreeyearperiod,giventhatacrosstheboardcutsandgenericcallsfor
belttighteningwillnolongerbeadequate.
Discussion
1. Whatoptionsdoyouproposeforconsideration?
2. Whatarethebenefitsanddownsidesassociatedwitheach?
3. Whatoptionwouldyourecommend?Why?
SamuelWatersCollegeCaseStudy:
BudgetFuturesSummitRetreat
Background
TightbudgetsaretherealityatSamuelWatersCollege(SWC)againthis
yearastheyareatmanycollegesanduniversities.Withendowment
balancesshowingonlymodestgains,andothersourcesofsupportflat
ortrendingdownward,evenmoderatelyaggressivetuitionincreaseshavenotallowedSWCto
maintainlevelfunding.
Forthepastseveralyears,whenfundingshortfallsweremoremodest,SWCsapproachwasto
askfacultyandstafftolookforwaystominimizewasteandtoimproveefficiencywithintheir
owndepartments.SWCsbudgetingapproachconstitutedminorsavingsfromtheserequests
coupledwithacrosstheboardcutsinoperatingbudgets,largelyinadministrativeareas,and
annualtuitionincreases.Unfortunately,cutsinoperationalareasandperipheralacademic
serviceshaveresultedinworkoverloadsandpoormorale.Manyunitsarebarelyabletofulfill
theirmissions.
Tuitionincreasesdontseemtobetheanswer.Withrecentincreases,SWCisnownearthe
upperleveloftuitioncomparedtoitspeers.Evenwiththecurrenttuitionlevels,the
perceptionandrealityoftheinstitutionscommitmenttobroadaccessareincreasinglyat
risk.
Inlightofthishistory,newsthatSWCisheadingintoatwotofiveyearperiodofintensifying
economicdifficultyisparticularlytroubling.Thecustomarybudgetcuttingstrategiessuchas
acrosstheboardcuts(largerontheadministrativeside,smallerandmoretargetedonthe
academicside)andsubstantialannualincreasesintuitionwillnolongerbesatisfactorytocarry
theinstitutionthroughthechallengesofthenextseveralyearsandbeyond.
YourChallenge
Toaddressdauntingcircumstances,PresidentSwansonhasannouncedthathewillhostatwo
dayCollegeBudgetFuturesSummitRetreatathishomeinthreeweeks.Hehasasked
membersofhiscabinettocomepreparedtopresenttheirviewsofhowSWCshouldconsider
andaddressthenextthreeyearperiod,giventhatacrosstheboardcutsandgenericcallsfor
belttighteningwillnolongerbeadequate.
Eachmemberofthecabinethasbeenaskedtoidentifyandbrieflydescribepossibleoptions
thattheinstitutionmightconsidertoaddressthismountingcrisisandtoprovideahighlevel
costbenefitanalysisforeach.Indevelopingoptions,eachcabinetmemberisurgedtobe
creativeandtothinkbroadlyaboutpossibilitiesrelatedtostructure,programs,revenues,and
costs.
MembersoftheECincludetheprovost,vicepresidentforadministrationandchieffinancial
officer,vicepresidentforstudentaffairs,generalcounsel,vicepresidentforadvancement,and
vicepresidentforcommunicationandpublicaffairs.
Discussion
Ateachtable,onepersonshouldrepresenttheperspectiveofeachofthecabinetmembers.
Take15minutestopreparearesponsetothequestionsbelow.
1. Whatoptionsdoyouproposeforconsideration?
2. Whatarethebenefitsanddownsidesassociatedwitheach?
3. Whatoptionwouldyourecommend?
4. Why?
SamuelWaltersCollegeProfile
Samuel Walters College is an independent comprehensive liberal arts college, recognized
for excellence in a variety of fields, and listed among the leading regional colleges by
U.S. News & World Report and Barron's Best Buys in College Education.
Founded in 1914, SWCs 165-acre campus overlooks Greenway Valley Reservoir, and is
located 50 miles east of Ellis City, with its population of 275,000.
SWC offers 52 B.A. programs, 15 M.A. programs, and various professional certificate
programs taught by 250 full-time faculty and 400 adjuncts. Full-time undergraduate
tuition is $31,000 and room and board costs are approximately $14,000 annually. The
student body consists of 6,250 students, 4,500 of whom are undergraduates. Nearly
3,000 live on campus. SWC employs 475 faculty members and 460 administrative staff.
SWC facilities include 65 buildings, including 40 student housing facilities. In addition
to the main campus, SWC has three satellite facilities and four overseas study and
research sites operated in partnership with local higher education institutions.
Centralized administrative areas include: student affairs, budgeting and finance, legal
affairs, human resources, payroll, alumni affairs, office of development and
advancement, the library and information, planning and assessment services, university
public affairs and media relations, IT, grants and contracts, and distance learning center.
Centralized services for students include: dining services (two full-service and two
satellite locations); student life and services, housing (15 residence halls) and residence
life, clubs and activities, college activities, health services, computer support, the
computer store, religious and spiritual, and public safety.
The major academic units include: the School of Business (with three departments),
College of Liberal Arts (with 14 departments), School of Computer Science (3
departments), College of Communication (5 departments), College of Fine Arts (4
departments), College of Labor Studies (2 departments), College of Social and
Behavioral Sciences (5 departments), College of Natural and Life Sciences (6
departments), and the College of Law.
Each school and college also provides unit-based advising and career placement services,
budgeting, human resources, IT services, student services, communication and public
relations, and online courses and services.
Eachindividualwillreporttheirresponsestothegroup.Thegroupwilltake15minutesto
decidewhichthreeoptionstheywillrecommendinpriorityordertothepresidentandthe
rationalefortheirchoices.Bepreparedtodiscusstheprocessusedtomakethedecisions.
InteractiveOptions
1. Afterreviewingsuggestedoptions,theSWCpresident(thefacilitator)canprovide
reactionstothedraftplansubmitted,raisequestions,introduceconcerns,describe
possibleconsequences,and/orprovidefurtherinformationforconsiderationsuchasan
additionalcontextorhigherlevelissue.
processcanbestructured,sothatparticipantsshareresponsesacrossmultipletables
3. Oneorseveraloftheproposedoptionsmaybeselectedandparticipantsaskedtogoto
thenextstageofplanningwhoshouldbeinvolvedwithleadingthechangeplanning
andimplementationeffort,whatcommunicationplansshouldbedeveloped,howthe
newapproachwillbeassessed,andotherdetails.
Debriefing
Themes
Planning:Whatarethecriticalelementstobeconsideredinthedescriptionand
analysisofoptionsinthiscase?
Preparation:Whatkindsofpreparation(personal,informational,materials)shouldbe
usedforataskandmeetingsuchasthisonescheduledbythepresident?
Goals:Whatpersonal,professional,andinstitutionalgoalswouldguideyourthinking
aboutandpreparationfortheevent?
Culture:Inwhatwaysisthecultureofaninstitutionandofhighereducationingeneral,
animportantconsiderationinundertakingthiskindofassignment?Whatdifferences
betweentheacademicandadministrativeculturearelikelytocomeintoplayina
projectsuchasthisone?Howcanthesedifferencesbebestaddressed?
Vision:Indevelopingandadvocatingoptionsformajorchange,whatroledoesvision
play?Howshouldthisperspectivebetakenintoaccountinpreparingforand
presentingoptionstocolleaguesinacaselikethisone?
CommunicationandLanguage:Inwhatwaysarecommunicationstyle,wordchoice,
messagecontent,andtoneimportantconsiderationsfortheleader?Inthiscase,what
aresomewordsandphrasesthatmightbeemphasized(e.g.,potentialbenefitsforall
andgreaterefficiency)andothersthatshouldprobablybeusedwithcaution(e.g.,
centralizationandstandardization)intalkingaboutthisprojectbecausetheymay
beredflagsforparticulargroupsoncampus(intheseexamples,thefaculty).
Selfassessment:Inthisinstance,asmoregenerally,toneshouldbeginaleadershiptask
withsomecriticalselfreflectiontoidentifystrengths,vulnerabilities,andpersonal
goals,andtoconsiderstrategiesforpreparingandpresentingonesideas.Whatmight
besomeofthebenefitsofthiskindofreflectiveprocess?
Experience,Expertise,andFamiliaritywithTask:Inthiscase,eachmemberofthe
cabinetwillhaveextensiveexperienceandintimateknowledgeofhisorherownareas,
butmorelimitedexperienceandknowledgeofotherunits.Howcanthisrealitybe
addressedintheplanningandpresentationofoptions?
KnowledgeofSector,Information,andKnowledgeManagement:Thechallenges
confrontingtheinstitutioninthecasestudyarenotunique,andawealthofinformation
describeshowotherinstitutionshavedealtwiththeseissues.Someoftheinformation
hasbeengeneratedbyhighereducationmedia,suchasTheChronicleofHigher
Education,BusinessOfficerMagazine,andInsideHigherEducation.Consulting
companies,collegesanduniversities,andregionalandnationalassociationshave
generatedotherinformation.Havingafamiliaritywithnationaldevelopmentsand
beingabletoconsiderstrategiesadoptedbyotherinstitutionscanbehelpfulin
identifyingandimplementingvariousoptions.
CredibilityandInfluence:Whatcredibilityissuesmayberelevantinanassignmentsuch
asthisone?
ProblemDefinition:Inwhatwaysisproblemdefinitionandproblemclarityparticularly
criticalforsituationslikethisone?
ProblemSolvingandEngagement:Howdoyouinvolveotherleadersandthecampusin
generalinamajorchangeinitiative?Howdoyoudecidewhotoinvolveatwhatlevel?
StakeholderAnalysis:Thereareanumberofdifferentstakeholderstobeawareofand
tobeconcernedaboutinthiscasestakeholderswhowillhearandreacttoyour
optionsandstakeholderswhowillultimatelybeaffectedbytheproposalsthatwillbe
adopted.Whoaresomeofthemostcriticalconstituencygroups,whatissueswilllikely
beofparticularimportancetoeachgroup,andhowmighttheseconcernsbe
addressed?
ToleranceforUncertainty,RiskTaking,andChangeManagement:Becausesomeofthe
proposedoptionsmaysuggestapproachesthatdifferdramaticallyfrompresent
practice,inwhatwaysandforwhomwillissuesofuncertaintytoleranceandchange
managementcomeintoplay?
Readings
Becker,
E.,andWortmann,J.MasteringCommunicationatWork.NewYork:McGrawHill,2009.
Kotter,J.P.WhatLeadersReallyDo.Cambridge,MA:HarvardBusinessSchoolPress,1999.
Kotter,J.P.Urgency.Cambridge,MA:HarvardBusinessSchoolPress,2008.
Tromp,S.A.andRuben,B.D.StrategicPlanninginHigherEducation:ALeadersGuide.
RecordersForm
SamuelWatersCollege
2. Whatconstituenciesmightbeconcerned?Whatmighttheirconcernsbe?
Forthereporter
ReginaldMurphyCollegeCaseStudy:
GenderEquityIssues
TheSetting
ReginaldMurphyCollege,locatedinthefoothillsoftheRocky
Mountains,enrolls16,000undergraduateandgraduate
studentsandemploysjustover4,000facultyandstaff.Atthis
competitiveinstitution,renownedforabeautifulcampusand
exceptionalfacilities,thecurriculumemphasizesliberalarts.
Thecollegetakesparticularprideinitscongenialandwelcomingculture,anditsmany
programsthatemphasizecollaboration,collegiality,andgoodwillamongfaculty,staff,and
students.
YourChallenge
Creatingawelcomingandequitableenvironmentforallstaffhasalwaysbeenbothapersonal
andprofessionalgoalforyou,andyoutakeprideinhavingachievedthatclimateinyour
administrativearea.
Lastweek,oneofthesenioradministratorsinyourunit,GerryWatson,cametoyoutosharea
recentconversationshehadwithJaneMartinez.JaneapproachedGerrytodiscussher
concernsaboutdiversityissuesandespeciallythetreatmentofwomen.Herperceptionisthat
womenarenottreatedequallyinhiring,promotion,andprofessionaldevelopment.Shealso
feelsthatwomenaremarginalizedbygolfoutings,workplaceconversationsaboutsports,and
workinglunchesorganizedandattendedprimarilybythemenintheoffice.Shealso
observedthatmentalkconsiderablymorethanwomeninmeetings,andshebelievesthisis
becausemenaremorelikelytohavetheircommentsandsuggestionstakenseriously.
AttheconclusionofthemeetingwithGerry,youexpressedappreciationfortheconversation
andindicatethatyouneedtogivethemattersomethought.Becauseofyourcommitmenttoa
cordialandequitableworkplaceandyourassessmentthatthingsarefunctioningwellinthis
regard,thesecommentssurpriseandtroubleyou.
Discussion
1.
2.
3.
4.
5.
Whatarethekeyissuesand/orproblems?
Whatstrategieswouldyouemploytoaddressthem?
Whowouldyouincludeinyourprocess?Why?
Whatprocesswouldbeappropriate?Whatisyourrationale?
Arethereprinciplesthatyoucangeneralizefromthiscase?
ReginaldMurphyCollegeCaseStudy:
GenderEquityIssues
Background
ReginaldMurphyCollege(RMC),locatedinthefoothillsofthe
RockyMountains,enrolls16,000undergraduateandgraduate
studentsandemploysjustover4,000facultyandstaff.Atthis
competitiveinstitution,renownedforabeautifulcampusand
exceptionalfacilities,thecurriculumemphasizestheliberalarts.
Thecollegealsooffersanumberofprofessionalprograms.
AmongthedistinctivefeaturesofRMCistheparticularemphasisoncreatingacongenialand
collaborativelearningenvironment.Thecollegeexplicitlyrecognizestheinstitutions
commitmenttocollaboration,collegialityandrespectinitssloganReginaldMurphyCollege
Wherecollaboration,collegialityandrespectforothersarecorevalues.Thesloganisposted
ontheRMCwebsiteandinprominentlocationsinmanybuildings.
Consistentwiththesevalues,welcomingactivitiesforstudentsandforfacultyandstaffare
extensive.Thecollegehasanumberofresidentiallearningcommunitieswherecollaborative
learningisemphasized.Withinstudentaffairsandcampuslife,theRMCidealsarealsoa
consciousfocusofattention.
Facultycollegialityisafamiliarconceptindescribingidealsoffacultylife,andcollaboration
isoftenmentionedinpositiondescriptionsforstaff.Moreover,servicetotheRMCcollege
communityisahighlyvaluedandrecognizedcomponentofappointmentandpromotion
reviewsforallemployees.
YourChallenge
Youserveasvicepresidentofadministrationandfinance.Fiveassociatevicepresidentsreport
directlytoyouandserveasmembersofyourseniorleadershipteamRichJerow,ToniBrown,
JaneMartinez,MarvinRice,andGerryWatson.Eachassociatevicepresidenthasfromtwoto
fourdirectorsreportingtothem.
YouveworkedatRMCfor26years,andyouveneverseriouslyconsideredleaving.Youenjoy
yourjobandthepeopleyouworkwith.Yourleadershipteam,particularly,isasourceofgreat
prideandpleasureforyou.Youveworkedtobuildastrongandcollaborativeteamandhave
triedtoencouragesocialbondingaswellascollaborativeworkrelationshipsamongmembers
ofthegroup.
Creatingawelcomingandrespectfulenvironmentforallstaffhasalwaysbeenapersonaland
professionalgoalforyou,andyoutakeprideinhavingachievedthatclimateinyour
administrativearea.Youmakeanefforttobeexplicitaboutyourcommitmenttothe
institutionscorevalues,areconfidentthatyourviewsonthistopicarewellknowntothefive
associatevicepresidentsandothersinthedivision,andhaveapersonalcommitmentto
walkingthetalk.
Lastweek,oneofthedirectreportsandalongtimefriend,GerryWatson,cametoyoutoshare
partsofaconversationhehadhadovercoffeewithahighlyregardedseniordirectorwho
reportstoamembertheleadershipteam.Gerrytellsyouthattheindividualisafemaleand
hasworkedinthedivisionforlessthanfiveyears,aprofilewhichcoulddescribeanumberof
employees.Hesayshellrefertoherbythefictitiousname,Janetohonorherrequestfor
confidentiality.
Gerryexplainsthatduringthecourseoftheconversation,Janeaskedabouttheseriousnessof
thecommitmenttodiversityissuesespeciallyasitrelatestowomenwithintheAdministration
andFinancearea.
JanesperceptionisthatwomenintheAdministrationandFinancedivisionaregenerallynot
treatedinthesamewayasmeninhiringandpromotiondecisions,orwithregardto
professionaldevelopment,andshemadereferencetothedepartureofseveralwomenwith
greatpotentialformoreadvancedpositionselsewhere.
Sheexplainedthatshealsosawnumerousgenderinequitiesandinsensitivitiesindaytoday
workpracticessuchasapreoccupationwithsportsintheworkplace.Shereferredtofrequent
conversationsabouttheoutcomesofsportingevents,commonuseofsportsanalogiesin
meetings,theannualdivisionalsoftballgame,andoccasionalafternoongolfoutings,allof
whichareprimarilymensevents.Shealsonotedthefactthatinformalmeetingsareoften
scheduledbeforethebeginningoftheworkdayattimeswhenwomenwithfamiliestypically
finditdifficulttoattend.
Janealsothinksthatmenspeakconsiderablymoreandforlongerperiodsoftimeinmeetings
thanwomen,andshebelievesthisisbecausemenaremorelikelytobeaskedfortheiropinions
andmorelikelytohavetheirperspectivesandsuggestionstakenseriouslybyseniorleaders.
Additionally,shecommentedonthenonverbalcommunicationduringmeetings,sharingher
observationthatmen,regardlessoftheirroles,arefarmorelikelytopositionthemselvesatthe
headofconferencetablesorinotherpositionsofprominenceinmeetings.
Thedirectorsviewisthatthemarginalizationofwomenshedescribedisprobablynot
intentionalorconscious,butitstroublesomenonetheless.Sheconcludedhercommentsby
notinghowironicitisthattheseproblemswouldbeprevalentatRMCandinthisdivisiongiven
theidealsandphilosophiesoftheinstitutionanditsleaders.Forwomen,shesaid,the
rhetoricandrealitysimplydontseemtomatch.
Knowingyourfeelingsabouttheimportanceofthesetopics,Gerryfeltyouwouldwanthimto
shareJanesconcernswithyou.Youarestunnedbywhatyouhear.YouaskGerryforhistake
onthesituation.Heindicatedthathehadntreallythoughtpreviouslyabouttheissuesthe
directorhadsharedwithhim,butthatsheseemedverygenuineandthoughtfulinher
comments.Sheobviouslywasfrustrated,butseemedtobesharingherviewsmoreas
observationsonthecontradictionssheobservedinthedivisionthanoutofangerorpersonal
resentment.
Youthankhimforthebringingtheseissuestoyourattention,andindicatethatyouneedto
givetheseconcernssomethought.
Discussion
Take30minutestoprepareaplanforhowbesttoaddresstheissuesthathavebeenraised.As
agroup,considerwhatprincipleswouldguideyourthinkingasanindividual,asamemberof
thesenioradministrationoftheinstitution,andasthevicepresidentofadministrationand
finance.Whatdoyouseeastheproblem,orproblems,here?Whatprocessshouldyoufollow
inmovingforward?
Assessment
Shouldyoubeginbygatheringinformationtoassesstheaccuracyoftheperceptions,ortake
theiraccuracyasagiven?Ifyoudecidetogatherinformationforclarificationorvalidation,
howdoproceed?Hereareseveraloptions.Whichseemmostappropriate?Whatarethe
benefitsandpossiblerisksofthisapproach?
1. DoyouhaveafollowupdiscussionwithGerryafteryouvecollectedyourthoughts?
2. DoyouaskGerrytourgethedirectortotalktoyoupersonally?
3. Doyoutalkwithmembersofyourleadershipteamabouttheallegationsandcoreissues
andvaluesinvolved?Ifso,doyoudiscussthematterwiththemembersindividuallyor
asagroup,andhowwouldyouframethediscussion?
Thinkingbroadlyaboutinformationgatheringstrategies,whatarethebenefitsandrisksof
talkingaboutthisissuewitheitherthedirectororothersinthedivision?
Arethereotheroptionsforclarifyingorvalidatingtheissues?Forinstance,mightyoudevelop
astrategyofconsistent,carefullyobservationandanalysisofconversations,meetings,and
planningactivitieswithintheleadershipteamforafixedperiodoftime?
Action
Afteryouassessthesituation,howdoyouproceed?IfyouweretoconcludethatJanes
perceptionsareinaccurateorexaggerated,whatstrategywouldyouadopt?Ifyouwereto
concludethemanyoftheissueswere,infact,valid,howwouldyouproceed?Whatwouldbe
yourshorttermstrategyandyourlongertermapproach?
InteractiveOptions
1. Thefacilitatorcanprovidereactionstothedraftplansubmitted,raisequestionsand
concerns,describepossibleconsequences,and/oraddadditionalinformationfor
consideration.
2. Dependingongoalsofthesession,thetimeavailable,andthesizeofthegroup,theprocess
canbestructured,sothatparticipantsshareresponsesacrossmultipletablesandanalyze
commonthemes,differences,andsimilarities.
3. Additionalinformationortimepressurescanbeintroduced,andthegroupcanbeaskedto
developaplantoaddressthem.
4. Thefacilitatorcanintroduceanadditionalcontextorhigherlevelissueforconsideration.
Forexample,oneoftheissuesinthiscasemaybethattheadministratorhaschosenanimplicit
ratherthanexplicitapproachtosupportingequityintheworkplace.Thegroupcoulddiscusshow
besttodemonstrateacommitmenttodiversity,equity,andinclusion.Isapolicyappropriateor
needed?Whatmightitinclude?
ProblemNamingandProblemSolving:Thiscasehighlightstheimportanceofproblem
naming(andanalysis)asaprecursortoproblemsolving.Insituationssuchasthis,
determiningwhetherthereis,infact,aproblem,andmorebasicallydecidinghowto
gathertheinformationtomakesuchadeterminationmaybeasmuchachallengeas
figuringouthowtoaddresstheproblemonceitsexistenceisconfirmed.
CrisisandConflictManagement:Theactofgatheringinformationtoclarify,prevent,or
addressapendingcrisiscouldinadvertentlycreateorexacerbateone.Thechallengeis
toadoptastrategythathelpstoclarifythesituationandanyproblem(s)thatexist,
withoutcreatingorintensifyingthesituation.
SensitivitytoandAppreciationofDiversityandWorkplaceEquity:Totheextentthat
equityormarginalizationexistinanyorganization,thereisapotentialtoundermining
morale,andalsohavinganadverseaffectonproductivity,thequalityofwork,and
retentionofvaluedemployees.Skillinprevention,earlydetection,andskillful
interventiontoaddresstheseissuesisanincreasinglyimportantleadership
competency.
Often,issuesofequityaresubtleandapttobemissed.Reactionsmaybetriggered
culturalnuancesorsymbols.Adverseresponsescanbetriggeredbycertaintypesof
events,language,analogies,orstoriesthatarecommonwithinanorganization,orby
verbalandnonverbalcommunicationpatternssuchastalktimeandconversational
turntaking,eyecontactanditsabsence,orseatingpatternsatmeetings.
Becauseorganizationalculturesandpracticescometobetakenforgrantedovertime,
thosewithlongertenuremaybelesslikelytorecognizecircumstancesthatarequite
apparentandtroublesometoneweremployees.Howleaderscanlearnfromthe
perceptionsandinsightsofneweremployeeswithoutsacrificingthecontinuityprovided
byongoingtraditionsandtheexperiencesoflongertenuredemployeescanbea
significantchallenge.
LeadershipValuesinPrincipleandPractice:Acrossavarietyofsituations,therhetoric
ofequityandcorevaluesisfarlesspowerfulthantherealitiespeopleexperience.Given
this,thecongruencebetweenvaluesadvocatedandvaluespracticedisvitaltoeffective
leadership.
CommunicationStrategy:Open,direct,andimmediatecommunicationarenotalways
themosteffectivestrategywhenitcomestoaddressingorganizationalproblems,
particularlywhentheissuesofconcernaresubtleand/ordeeplyembeddedinthe
traditionsandcultureoftheorganization.Theuseofindirectandsubtle
communicationcanbeveryeffectiveinintroducingandpromotingfundamentalchange.
Insomeinstances,atimereleasecommunicationstrategyisrequired.
Inthecaseathand,forexample,ifRMCleadersdeterminethatthecurrentemphasison
sportsis,infact,apotentialproblem,initiatingadditional,alternativeeventsthatare
morelikelytobeseenasgenderneutralmaybeafarsuperiorstrategythantalking
directlyabouttheproblem,orsummarilyendingeventswithalongtraditionwithinthe
organization.Similarly,changesineyecontact,seating,andlanguageusecanbecome
consciouscommunicationstrategiesofaseniorleader.Modelingachange,ratherthan
talkingaboutit,anindirectcommunicationstrategy,maybelessdisruptiveandmore
effectiveinthelongrun.
Readings
CentralMichiganUniversity,OfficeforInstitutionalDiversity,StrategicPlanforAdvancing
Diversity:Blueprintforthe21stCenturyandBeyond,August2008.
DiTomaso,N.,&Hooijberg,R.DiversityandtheDemandsofLeadership,Leadership
Quarterly.7(2):163187,1996.
Kossek,E.E.&Lobel,S.(Eds.),ManagingDiversity:HumanResourceStrategiesfor
TransformingtheWorkplace.Cambridge,MA:Blackwell,1996.
Ross,Howard.ReinventingDiversity:TransformingOrganizationalCommunitytoStrengthen
People,PurposeandPerformance.Lanham,MD:Rowman&LittlefieldPublishers,2011.
RecordersForm
ReginaldMurphyCollege
1. Whatarethekeyissuesand/orproblems?
2. Whatstrategieswouldyouemploytoaddressthem?
3. Whowouldyouincludeinyourprocess?Why?
4. Whatprocesswouldbeappropriate?Whatisyourrationale?
5. Whatprinciplescanyougeneralizefromthiscase?
Forthereporter
TimberlineUniversityCaseStudy:
ArtGalleryFacultyExhibitsProgramControversy
TheSetting
ThecurrentexhibitattheTimberlineUniversity(TU)ArtGalleryandMuseum,
anoncampusfacilitythatalsoservesthecampusandthelocalcommunity,
openedtwodaysago.Itfeaturestheworkoftwofacultymembers,Marisa
JohannsonandRaulMendoza,bothrecentlyhiredtenuretrackfacultyintheTU
SchoolofPerformingArtsundergraduateandgraduateprograms.Botharenotedartisans
MarisaasaphotographerandRaulasawatercolorist.
WilliamJefferson,theGalleryandMuseumdirector,hasjustreceivedacopyofanemailtohis
boss,RayArgery,thevicepresidentforexternalandcommunityaffairs,sentbyMaryReba,an
activeTUalumna,localbusinessowner,generousTUdonor,andaformermemberoftheTU
BoardofTrustees.AcopyoftheemailwasalsosenttoJillHighstein,TUvicepresidentfor
financeandadministration,withwhomMaryworkedcloselyonseveralcommitteeassignments
whileshewasamemberoftheboard;MariaBossa,provost;JeffGermane,directorof
development;andJenniferSmithers,universitychiefcounsel.
Thepurposeofheremailistoexpresshergraveconcernsabouttheexhibitthatjustopened.
Herdistressfocusesontwophotographsthatdepictwhatshereferstoasinappropriate
touchingbetweentwonudefemales,oneoftheindividualsappearstobenoolderthan12or
13.
YourChallenge
Becauseofheractiverolewiththeinstitution,MaryRebasconcernsmustbeaddressed.The
individualswhomakeupthepresidentscabinetaswellasothersinvolvedinthesituationwill
havetheirownperspectivesbasedontheirroleandpersonalvalues.Asleadersand/orkey
stakeholders,theyultimatelywillplayapartinthesituationsfinalresolution
Discussion
1. Whataretheissuesofconcern?
2. What,ifanything,shouldbedoneinresponsetotheemailbyandtowhom?Why?
TimberlineUniversityCaseStudy:
ArtGalleryFacultyExhibitsProgramControversy
Background
PartOne
WilliamB.JeffersonisdirectoroftheTimberlineUniversity(TU)ArtGalleryand
Museum,anoncampusfacilitythatalsoservesthecampusandthelocal
community.JeffersonreportstoRayArgery,vicepresidentforexternaland
communityaffairs.Priortoassuminghispresentpositionfiveyearsago,Jeffersonwascurator
oftheBoiseCivicArtMuseum,wherehedevelopedanimpressiverecordforcultivating
communityinvolvementandfundraising.
InhisTUpost,Jeffersonhasbegunanumberofprogramstomoreactivelyengagethefaculty,
students,andthelocalcommunity.Onesuchprogramwhichhasdrawnparticularpraiseisthe
FacultyShowcase.Twiceayear,theGalleryandMuseumhostsamonthlongshowfeaturing
theworkoftwofacultymembersfromtheSchoolofPerformingArts.Beforeandduringthis
show,anumberofactivitiesareintroducedtoattractstudents,localschools,andlocal
residents.
Thecurrentexhibit,whichopenedtwodaysago,featurestheworkoftwofacultymembers,
MarisaJohannsonandRaulMendoza,bothrecentlyhiredtenuretrackfacultyintheTUSchool
ofPerformingArtsundergraduateandgraduateprograms.BotharenotedartisansMarisaas
aphotographerandRaulasawatercolorist.
Jeffersonhasjustreceivedacopyofanemailtohisboss,VicePresidentArgery,sentbyMary
Reba,anactiveTUalumna,localbusinessowner,generousTUdonor,andaformermemberof
theTUBoardofTrustees.AcopyoftheemailwasalsosenttoJillHighstein,TUvicepresident
forfinanceandadministration,withwhomMaryRebaworkedcloselyonseveralcommittee
assignmentswhileshewasamemberoftheboard;MariaBossa,provost;JeffGermane,
directorofdevelopment;andJenniferSmithers,universitychiefcounsel.
ThepurposeofRebasemailistoexpresshergraveconcernsabouttheexhibitthatjust
opened.Herdistressfocusesontwophotographsthatdepictwhatshereferstoas
inappropriatetouchingbetweentwonudefemales,oneoftheindividualsappearstobeno
olderthan12or13.ShealsoisdeeplytroubledbyapaintingdepictingJesusdressedinwork
clothesandashirtthatappearstobefashionedfromanAmericanflag.Heremailstatesthat
sheregardsallthreepicturesaswhollyinappropriateforacommunityshow.Thephotographs
aretheworkofJohannson;thepaintingwasdonebyMendoza.
Acopyoftheemailhasalsobeensenttotheprovost,MariaBossa,thedirectorof
development,JeffGermane,anduniversitychiefcounsel,JenniferSmithers.
YourChallenge
Becauseofheractiverolewiththeinstitution,Rebasconcernsmustbeaddressed.The
individualswhomakeupthepresidentscabinetaswellasothersinvolvedinthesituationwill
havetheirownperspectivesbasedontheirroleandpersonalvalues.Asleadersand/orkey
stakeholders,theyultimatelywillplayapartintheproblemsfinalresolution.Thesepeople
include:
RayArgery,vicepresidentforexternalandcommunityaffairs
WilliamJefferson,galleryandmuseumdirector
JillHighstein,vicepresidentforfinanceandadministration
MariaBossa,provost
JeffGermane,developmentdirector
JenniferSmithers,universitychiefcounsel
ProfessorsMarisaJohannsonandRaulMendoza
MaryReba,alumna,localbusinessowner,donor,formerTUBoardmember
PartOne:Discussion
Ateachtable,onepersonshouldrepresenttheperspectiveofeachofthekeyplayers.Take10
minutestopreparearesponsetothequestionsbelowfromthisindividualspointofview.
1. Whatareyourissuesofconcern?
2. What,ifanything,shouldyoudoorsayinresponsetotheemailandtowhom?
3. Whatactionsareyoulikelytorecommendand/orundertake?Why?
Additionally:
ForMaryReba
Whatwasyourintentinsendingtheemail?Whatareyouexpectingwillbedonein
responsetoyourletterandbywhom?
ForprofessorsJohannsonandMendoza
WhatactionswouldthesetwoindividualslikelythinkshouldbetakenbydirectorJefferson,
provostBossa,andvicepresidentforexternalandcommunityaffairsArgery?Why?
Background
PartTwo:NewInformation
VicePresidentArgerycalledDirectorJeffersontoindicatethatheandtheprovosthadbeen
determinedthatthissituationdemandedanactiveresponse.Twooptionswerepresented:1)
removethecontroversialworksfromtheexhibitor2)closetheshow.
WilliamJeffersonwasdeeplytroubledbythisdecisionandtheoptionspresented,andhe
communicatedhisconcernstoVicePresidentArgeryasapartofthephoneconversation.
ArgerysresponsewasIunderstandwhatyouresaying,butIhavetotellyouthatadecision
hasbeenmade,andnowweneedtomoveforwardwithoneofthetwooptions.
Jeffersoncalledtheprofessors,explainedthesituation,andaskedthemtogivethematter
somethoughtandlethimknowwithin24hourswhichoptiontheypreferred.Thefaculty
memberswereoutragedandwentimmediatelytothedeanoftheSchoolofPerformingArts,
ArtFahn,todiscussthesituationandtheircontentionthattheiracademicrightsandindeed
academicfreedommoregenerallyhadbeenviolated.Thiswasthefirstthedeanhadheard
ofthesituation,andhesaidhewantedtotalkwithmembersoftheadministrationtodiscuss
thematter.Hecalled,butwastoldtheprovostwasatmeetingsoffcampusuntilnoonthenext
day.DeanFahnleftamessagefortheprovost.
Inthemeantime,Dr.Mendozawassoangeredbythesituationthathecalledtheeditorofthe
localnewspaperandgaveafullaccountofthesituationandthecensorshipthathebelieved
wasbeingimposedbytheUniversity.Reporterscalledtheprovostsofficerequestingan
interviewaboutthecensorshipissue,andleftamessagefortheprovosttocallimmediately
uponherreturn.Thereportersalsotriedtocontactthepresidentsofficeforastatement.
Whentheprovostcheckedheremailthatevening,shehadafloodofmessagesfrom
communityandschoolnewspapersandamessagetocontactthepresidentathishomethat
evening.
Twodayslater,thenewspaperswerefilledwithstoriesabouttheshow,thecontroversialart
worksandthecensorshipissue,includinginterviewsandincendiarycommentsfromthe
facultymembers.Thearticlesnotedthatwhencontacted,thepresidentsandprovostsoffices
hadfailedtoreturncalls.WilliamJeffersonalsohadmadeseveralcallstotheadministration
askingforguidanceshouldtheexhibitbeclosedorshouldthepiecesinquestionberemoved?
Hiscallsalsohadyettobeanswered.
Themediacoverageincludedtwonewspapereditorials,onearguingtheworkswereinpoor
tasteandnotappropriatefordisplayinacommunityfacility.Theotheropinedthatthiswas
clearlyafreedomofspeechissueandwascriticaloftheadministrationforfailingtotakea
strongstandonbehalfofthefacultyandtheirrights.Meanwhile,attendanceattheShowcase
hadexceededallestimateswithparticularattentionbeingpaidtothecontroversialpieces.
PartTwo:Discussion
1. Whatshouldbedonenow?And,bywhom?
2. Whatisyourrationale?
InteractiveOptionsAdditionalDiscussionQuestions
1. Howmightyoudebriefthiscasewiththepartiesinvolvedtodrawoutlessonstobe
learned?
2. Aretheissuesraisedbythiscaseuniquetothiscircumstanceorcantheybe
generalized?
3. Weretherestrategiesavailabletotheprovostandadministrationthatmighthave
preventedtheseproblems?Whatweresomeoptions?
4. Whatotherindividualsorgroupsmighthavebeenhelpfulindealingwiththissituation?
5. Ifyouhadbeenacoachorconsultanttotheadministratorsinvolved,whatadvicewould
youhavegivenastohowbesttoapproachthissituationwhenyoulearnedtheemail
hadbeenreceivedandhadrevieweditscontents?Hadyoubeenafriendorcolleague
ofthefacultymembers,whatcounselwouldyouhavegiventhem?
Debriefing
Themes
ShortandLongTermImpactofLeadershipDecisionmaking:Whatistheshortterm
impactofthiscase?Aretherelongertermconsequences?(Fortheprovost?The
facultymembers?TheSchoolofPerformingArts?Thedean?WilliamJefferson?The
FacultyShowcase?Relationsamongthesevariousparties?)
IdentifyingCoreIssuesandCriticalSuccessFactors:Whatweretherootcausesofthe
problemsinthiscase?Whatneededtohappenforthesituationtobesuccessfully
addressedandresolved?
Communication:Whatcommunicationproblemsandprinciplesareexemplifiedbythis
case?Werethemostappropriateandeffectivecommunicationchannelsused?
Culture:Whatistheroleofculture(academicversusadministrativeversuscommunity)
inthisscenario?
Crisis(Issues")Management:Asviewedfromtheperspectiveoftheindividuals
involved,wasthesituationdescribedinthiscasestudyacrisis?Wouldtheanswerto
thequestioninfluencethewayonewouldthinkaboutanddealwiththistypeof
situation?
Crisis(Issues)ManagementPlanning:Whatmightbedonetoplanforsituationssuch
asthisone?
LeadershipandLeadershipDevelopment:Arethereimplicationsinthiscasefor
leadershipdevelopmentandleadershiptraining?
DecisionMaking:Weretherealternativeapproachestodecisionmakingthatmight
haveprovedmoreuseful?Discuss.
ProblemDefinitionandSolving:Thewayonethinksaboutthenatureofaproblemis
oftenvitalforthestrategiesthatfollow.Inthiscase,asinothers,therearealternative
waystodefinetheproblem.Thefirstinstinctwastodeviseaplantoremovetheart
thatMaryRebahadreferredtoasinappropriate.Thatmaynothavebeentheonly
waytoaddressRebasconcerns.Dependingonthefactorsmotivatinghercommuniqu,
aphonecallormeetingwithJillHighsteinandafollowupmeetingwithWilliam
Jeffersonasafirststepcouldhaveclarifiedthenatureandintensityofherconcerns.
Thisapproachmighthavepointedtowardavarietyofstrategiestopursuebeforethe
situationescalated.
Systems/OrganizationalAnalysis;StakeholderAnalysis:Thinkingnotonlyaboutthe
specificsthatneedtobeattendedto,butalsothebigpictureissuesthatcouldbe
triggeredasthisscenariounfoldsisessentialtoearlyplanningandstrategy
development.Thereareanumberofstakeholderstobeawareofandconcernedabout
inthiscasealumni,donors,communitymembers,administrativeandacademic
leaders,faculty,themedia,andthegeneralpublic.Anticipatingtheneedsand
perspectivesofeachwouldbevitaltothesuccessfulhandlingofthisandsimilarcases.
AnalysisofTechnology:Inthiscase,communicationandinformationtechnology
becameimportantconsiderations.Itappearsthatappropriatecommunicationchannels
(facetoface,phone,email)wereeitherunavailableornotwellutilized.Asa
consequence,thedifficultiesarisingfromthemultipleindividualsandperspectives
involvedweresubstantiallyintensified.
Listening,QuestionAsking,andLearning:Greaterattentiontolisteningtoandlearning
aboutthesourcesofconcernexpressedinitiallybyMaryReba,andthenlaterbyothers
involvedthedirector,facultymembers,andmediawouldhavebeenhelpful
ingredientsfordevelopingandimplementingamoreeffectivestrategyfordealingwith
thesituationbeforeitintensified.
VisionSetting,Values,andGoals:Havingaclearvisionandvaluesetishelpfulwhenit
comestodealingwithasituationsuchasthisone.Thesephilosophiesshouldguide
decisionsaboutcommunityfunctions,exhibits,andotherevents.Ifperceivedproblems
cropup,theyprovideahelpfulrationaleforexplainingtheinstitutionsphilosophy,
valuesandgoals.Thesewillnotsatisfyallcritiques,buttheyprovideasolidgrounding
forcommunication.
ManagementandFacilitation:Competenciesinthisareaareimportantintheplanning,
preparations,coordinationandguidanceoftheworkoftheadministrativeteaminits
interactionwithvariouscampusconstituencies.
InformationandKnowledgeManagement:Informationandmessagemanagementwas
acriticalissueinthiscase.Whilethesituationmighthavebeencomfortablyand
cordiallydealtwithattheoutset,thechoicesaboutinformationsharing,andthelack
thereof,aswellasthecontentofspecificmessagescontributedtoanescalationof
conflictthatultimatelyledtomediaandpublicinvolvement.
DiversityandInterculturalRelations:Whilenotanexplicitthemeofthiscase,diversity
andinterculturalissues,campusordepartmentalhistories,andpersonalsensitivities
shouldbealeadershipconcerninalldecisionmaking.Thisisparticularlytruewhere
thereispotentialformisinterpretationsofthemotivesunderlyingdecisionsoractions.
Suchconcernspointtothegeneralimportanceofthoughtfulattentiontointerpersonal,
group,andorganizationalcommunication,andattentiontoinformationsharingand
inclusion.
Facilitation,Negotiation,ConflictResolution,andCrisisManagement:Skillsinfacilitation
andnegotiationweresorelyneededintheearlyphasesofthiscase,andconflict
resolutioncompetenciesbecameimportantlater.Duetotheseandotherleadership
shortcomings,acrisisofsortsevolved,anditsquitepossiblethattherewillbea
numberoflongertermconsequencesofthesituation.
Readings:
2009.
Bennis,W.ManagingPeopleIsLikeHerdingCats.Provo,UT:ExecutiveExcellencePublishing,
1997.
HarvardBusinessReviewonEffectiveCommunication.Cambridge,MA:HarvardBusinessSchool
Press,1999.
Fortunato,J.A.RestoringaReputation:TheDukeUniversityLacrosseScandal,Public
RelationsReview,34,116123,2008.
Ledingham,J.A.RelationshipManagement:AGeneralPublicRelationsTheory.InC.H.Botan
&V.Hazleton(Eds.),PublicRelationsTheoryII(pp.465483).Mahwah,NJ:LawrenceErlbaum
Associates,2006.
Ledingham,J.A.,&Bruning,S.D.PublicRelationsasRelationshipManagement:ARelational
ApproachtotheStudyandPracticeofPublicRelations.Mahwah,NJ:LawrenceErlbaum
Associates,2000.
Pearce,C.L.,andConger,J.A.SharedLeadership.ThousandOaks,CA:Sage,2003.
RecordersForm
TimberlineUniversity
1.
2.
3.
4.
5.
Whatissuesareofconcernforyou?
Whatconstituenciesmightbeconcerned?Whatmighttheirconcernsbe?
What,ifanything,doyoudoorsay,andtowhom?Whatsyourrationale?
What,ifanything,doyouthinkshouldbedone?Why?
Whatissuesorprinciplescanyougeneralizefromthiscase?
Forthereporter
SanPedroCollegeCaseStudy:
StaffProductivityandMorale
TheSetting
SanPedroCollege(SPC)isacomprehensiveteachinginstitutionwith13,200
undergraduateand3,000graduatestudents,and340FTEfacultyandstaff.SPC
islocatedinascenicandrelativelyisolatedsettinginMissionRidge,CA.
SPChasconfrontedmultiplechallengesinrecentyears.Despiteannualtuition
increases,resourcesfornewinitiativeshavebeenlimited.Fewresourcesare
availableforcapitalimprovements,ortheinitiationofnewprogramsorservices.Otherthan
1.5percentacrosstheboardfacultyandstaffsalarycostoflivingandstandardpromotion
adjustments,therehavebeennosignificantfacultyorstaffraisesinseveralyears.
AFacultyDistinctionProgram(FDP)andtheStaffPerformanceExcellenceProgram(SPEP),
initiatedin2002and2003respectively,weredesignedtorecognizeandmotivateoutstanding
performance,butneitherprogramhasbeenfundedsince2006.Theperformance
documentationandemployeesupervisordiscussioncomponentoftheSPEPwhichonce
playedacentralroleindeterminingeligibilityandlevelsofmeritbasedsalaryincreaseshave
beencontinued,butitisnottiedinanywaytocompensationandisnottakenallthatseriously
bymoststaff.TheFacultyDistinctionProgramhasbeendeferredforthepasttwoyears.
YourChallenge
Moraleisquitelow,andanumberofthemostmotivatedandtalentedfacultyandstaffare
exploringalternativeemploymentopportunities.Theseactionsandtheconversationswhich
precedeandfollowthemarecontributingfurthertoanegativecampusclimateanda
contagiousdownwardspiralofmoralewithagooddealoftimespentinwatercoolerand
lunchdiscussionsofthedepressingfuturethatmanyenvisionforSPC.Allthesedynamics
combinetohaveanadverseeffectnotonlyonorganizationalmorale,butalsoonpersonal
initiativeandproductivity.
PresidentJamisonandProvostIberiahaveaskedyou,asCBO,toproposesomeoptionsfor
dealingwiththestaffproductivity,initiativeandmoraleproblems,whichtheyseeas
underminingthecoremissionofSPC.Noconstraintshavebeenplacedonyouinyourthinking,
otherthanthestipulationthatthereislittleornomoneyavailableforraises.
Discussion
SanPedroCollegeCaseStudy:
StaffProductivityandMorale
Background
Foundedin1897,SanPedroCollege(SPC)isacomprehensiveteaching
institutionwith13,200undergraduateand3,000graduatestudents,and340
FTEfacultyandstaff.SPCislocatedinascenicandrelativelyisolatedsettingin
MissionRidge,CA.
Likemanyotherinstitutions,SPChasconfrontedmultiplechallengesinrecent
years.Despiteannualtuitionincreases,resourcesfornewinitiativeshavebeenlimited,and
therehavebeenfewresourcesavailableforcapitalimprovements,ortheinitiationofnew
programsorservices.Otherthan1.5%acrosstheboardfacultyandstaffsalarycostofliving
andstandardpromotionadjustments,therehavebeennosignificantfacultyorstaffraisesin
severalyears.
Thehopevoicedbymanywithintheinstitution,thatthistoowillpass,seemsunrealistic.
Discussionsinthemediaandoncampusindicatethattheinstitutionsfinancialchallengesare
likelytocontinueintothefuture.Increasingly,onehearscommentsoncampusexpressing
concernthatthereseemstobenoclearplantoaddresstherealitiestheinstitutionfaces.
Underscoringthissentimentwasthefollowingheadlineofafacultyeditorialinthecampus
newspaper:HopeIsNotaStrategy.
Thecollegespressuresareapparentinmanyspheresofinstitutionalfunctioning.Oneareaof
particularconcernisfacultyandstaffmorale.Muchoftheconversationaboutmorale
problemsseemtocenteroncompensation.AFacultyDistinctionProgram(FDP)andtheStaff
PerformanceExcellenceProgram(SPEP),initiatedin2002and2003respectively,weredesigned
torecognizeandmotivateoutstandingperformance,butneitherprogramhasbeenfunded
since2006.Theperformancedocumentationandemployeesupervisordiscussioncomponent
oftheSPEP,whichonceplayedacentralroleindeterminingeligibilityandlevelsofmeritbased
salaryincreases,hasbeencontinued,butitisessentiallyanacademicexercise.Itisnottiedin
anywaytocompensation,anditisnottakenallthatseriouslybymoststaff.TheFaculty
DistinctionProgramhasbeendeferredforthepasttwoyears.
Whilethecompensationsituationisthemostfrequenttopicindiscussionsofmorale,itmay
wellbebutoneaspectoftheproblem.Otherlessobviousfactorsrelatedtomoralehavenot
beenaddressed.Thelackofmeaningfulcommunicationregardingthecompensationsituation
otherthanofficialemailsinformingfacultyandstaffofpolicydecisionsrelativetotheirdeferral
couldwellbepartoftheproblem.
Noticeablyabsenthavebeeneffortstoimprovecommunicationandcreateasharedsenseof
thechallengetheinstitutionfaces,recognitionofthededicationoffacultyandstaffintheface
ofdifficulttimes,celebrationofthenumerousinnovationsandefficiencymeasuresfacultyand
staffhaveinitiated,andinformationaboutinstitutionalplansandstrategiesforaddressing
thesechallengesinthelongerterm.
YourChallenge
Anumberofthemostmotivatedandtalentedfacultyandstaffareexploringalternative
employmentopportunities.Theseactionsandtheconversationswhichprecedeandfollow
themarecontributingfurthertoanegativecampusclimateandacontagiousdownwardspiral
inconfidence.Agooddealoftimeisspentinwatercoolerandlunchdiscussionsofthe
depressingfuturethatmanyenvisionforSPC.Allthesedynamicscombinetohaveanadverse
effectnotonlyoninstitutionaldrive,butalsoonpersonalinitiativeandproductivity.
PresidentJamisonandProvostIberiaaskyoutoproposesomeoptionsfordealingwiththestaff
productivity,initiativeandmoraleproblems,whichallpartiesseeasbeginningtoseriously
underminethecoremissionofSPCandthequalityoftheinstitutionsprogramsandservices.
Noconstraintshavebeenplacedonyouinyourthinking,otherthanthestipulationthatthereis
littleornomoneyavailableforraises.
Discussion
Take30minutestoprepareaplanforhowbesttoaddresstheissuesthathavebeenraised.As
agroupconsiderwhatprincipleswouldguideyourthinking.Whatdoyouseeastheproblem,
orproblems,here?Whatprocessshouldyoufollowinmovingforward?
Assessment
Shouldyoubeginbygatheringinformationtoassesstheaccuracyoftheperceptions,ortake
theiraccuracyasagiven?Ifyoudecidetogatherinformationforclarificationorvalidation,
howshouldyoubestproceed?Hereareseveraloptions.Whichseemmostappropriate?
Whatarethebenefitsandpossiblerisksofeachapproach?
1. Doyoutalkwithmembersofyourleadershipteam?Ifso,doyoudiscussthematter
withthemembersindividuallyorasagroup,andhowwouldyouframethediscussion?
2. Doyouhaveadiscussionwithparticularindividualsandunitheads?
3. Doyouorganizeinterviewsorfocusgroupswithrepresentativemembersofthefaculty
andstaff?
Action

Afteryouassessthesituation,howdoyouproceed?
Whatwouldbetheprimaryelementsofyourplan?
Whatgoalsandstrategiesmightyouconsidertoaddressthemoraleproblems?
Howwouldyoudecideiftheseparticularplans,goalsandstrategieswereappropriate
andlikelytobeeffective?
Wouldfocusgroups,anadvisorygroup,orpilotprojectsbehelpful?
Whatofficeswithintheuniversitywouldyoulikelywanttoinvolveinhelpingtoplan
andimplementyourplan?
Towhatextentmightyoureffortsencountercynicism?Howmightthisbeanticipated
andmitigatedtosomedegree?
InteractiveOptions
1. Afterreviewingsuggestedoptions,theSPCpresident(thefacilitator)canprovide
reactionstothedraftplansubmitted,raisequestions,introduceconcerns,describe
possibleconsequences,and/orprovideadditionalinformationforconsiderationsuchas
anadditionalcontextorhigherlevelissue.
processcanbestructuredsothatparticipantsshareresponsesacrossmultipletables
3. Oneorseveraloftheproposedoptionsmaybeselectedandparticipantsaskedtogoto
thenextstageofplanningwhoshouldbeinvolvedwithleadingthechangeplanning
andimplementationeffort,whatcommunicationplansshouldbedeveloped,how
shouldthenewapproachwillbeassessed.
Debriefing
Themes
ProblemNamingandProblemSolving:Thiscasehighlightstheimportanceofproblem
naming(andanalysis).Insituationssuchasthis,determiningwhetherthereis,infact,a
problem,andmorebasicallydecidinghowtogathertheinformationtomakesucha
determinationmaybeasmuchachallengeasfiguringouthowtoaddresstheproblem
onceitsexistenceisconfirmed.Iftheproblemissolelyoneofcompensation,theres
notmuchthatcanbedone.But,itseemslikelythatthereareotherfactorscontributing
tothemoraleproblemthatcanbeaddressed.
LeadershipValuesinPrincipleandPractice:Particularlyindifficultsituations,leadership
communicationbecomesextremelyimportant.Facultyandstafflooktoleadersfor
reassurance,direction,andrecognitionoftherealitiesofasituation.
CommunicationStrategy:Inaddressingorganizationalchallengesopen,direct,and
immediatecommunicationisnotalwaysthemosteffectivestrategy.Communication
impliesatwoway(actually,amultidirectional)interactiveprocess,wherelistening
receivesasmuchemphasisastalkingorexplaining.
Listening,Attention,QuestionAsking,andLearning:Aclimateofmalaiseandlow
energyhassetintotheorganization.Whiletheremayappeartobesomeobvious
sourcesofdissatisfaction,itisimportantnottomakeassumptions.Attendingverbally
andvisuallytothethoughts,behaviorsandactionsofothersmayuncoverlessapparent
reasonsforthecontinuederosionofvigorandoptimism.
Vision,StrategyDevelopment,andGoalAttainment:Akeypartofmotivationis
providingasenseofpurposeanddirectionforthosewhoworkintheorganization.Ina
situationwherethefutureappearsbleak,howcanleadersfocusenergyandestablish
goalsthatsupportafeelingofaccomplishment?
StakeholderAnalysis:Whoaresomeofthemostcriticalconstituencygroups,what
issueswilllikelybeofparticularimportancetoeachgroup,andhowmightthese
concernsbeaddressed?
Enthusiasm:Thereisnogreaterchallengeinhighereducationtodaythantosupport
thefervorandpassionthatmostpeopleemployedincollegesanduniversitiesfeel
abouttheirwork.
Readings
Strober,M.H.CommunicatingAcrosstheAcademicDivide.TheChronicleofHigher
Education,January2,2011.
2009.
Bennis,W.,ManagingPeopleisLikeHerdingCats,Provo,UT,ExecutiveExcellencePublishing,
1997.
HarvardBusinessReviewonEffectiveCommunication.Cambridge,MA:HarvardBusinessSchool
Press,1999.
Ledingham,J.A.RelationshipManagement:AGeneralPublicRelationsTheory.InC.H.Botan
&V.Hazleton(Eds.),PublicRelationsTheoryII(pp.465483).Mahwah,NJ:LawrenceErlbaum
Associates,2006.
Pearce,C.L.,andConger,J.A.SharedLeadership.ThousandOaks,CA:Sage,2003.
RecordersForm
SanPedroCollege
3. Arethereissuesorprinciplesyoucangeneralizefromthecase?
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Leading in

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