A Season of Change

What it takes to embrace new ideas

With a new year comes new changes. And with new changes come angst, challenges, and costs. Regardless of what prompts change within your institution, the bottom line is that change is constant and, more often than not, necessary. Embracing change and pushing forward toward a brighter future requires a positive mindset and a willingness to see the opportunities it presents.

We recently held an advisory board meeting where we asked participants about the obstacles to change and sought their advice on how to make things happen quickly and efficiently.

As schools gear up for the new year filled with fresh ideas, implementing meaningful change remains a perennial challenge in higher education. From transitioning to innovative platforms to streamlining operational inefficiencies, success often hinges on overcoming common obstacles. Drawing insights from our roundtable discussion, here are three key barriers to change and actionable strategies to address them.

1. Resistance to Change

Obstacle: Resistance often stems from fear of job displacement, skill gaps, or a preference for familiar processes. Faculty and staff may view new systems or tools as threats rather than opportunities, leading to slow adoption or outright opposition.

Impact: Resistance hampers the pace of transformation, prolonging inefficiencies and jeopardizing the return on investment for large-scale initiatives like digital transformations.

Best Practices:

• Transparent Communication: Clearly articulate the purpose and expected benefits of the change. Explain how it aligns with institutional goals and emphasize opportunities for professional growth rather than job replacement.
• Early Engagement: Include employees in the decision-making process early on. Soliciting their input fosters buy-in and helps identify potential roadblocks.
• Ongoing Training and Support: Provide robust training programs that empower staff to confidently use new tools. Pair training with emotional intelligence coaching to help individuals manage uncertainty.

“The biggest obstacle to managing change is human nature. People want to continue doing things the way they’ve always done them.”— Don Buffum, NIGP Consultant & Instructor

2. Disconnected Systems and Processes

Obstacle: Higher education institutions often operate within silos, using disparate systems that hinder collaboration and data integration. Departments may resist standardizing tools, clinging to systems they’ve invested time in mastering.

Impact: Disconnected systems result in inefficiencies, redundancies, and difficulty accessing comprehensive data for decision-making.

Best Practices:

• Incremental Standardization: Transition to new systems gradually, prioritizing high-impact areas. Highlight early successes to build momentum and demonstrate value.
• Centralized Governance: Establish governance committees to oversee system integration and ensure alignment with institutional goals. Define clear decision-making roles to avoid bottlenecks.

Strategic Partnerships: Collaborate with vendors to create tailored integration solutions. Seek long-term vendor support to maintain seamless operations post-implementation.

“One of the largest challenges is people not wanting to give up their tool or switch to something standardized. It’s a tough road.” — Glenn Richey, Harbert Eminent Scholar & Chair Supply Chain Management, Auburn University

3. Unrealistic Timelines and Limited Resources

Obstacle: Leadership often sets aggressive deadlines to showcase quick wins, overlooking the time and resources required for effective change management. This creates pressure on teams to execute projects without sufficient preparation.

Impact: Rushed implementations can lead to poorly executed changes, undermining their effectiveness and causing long-term dissatisfaction among stakeholders.

Best Practices:

• Prioritize Change Management: Begin with a well-defined change management plan that addresses communication, training, and stakeholder alignment. Avoid treating it as an afterthought.
• Pilot Programs: Test initiatives on a small scale to gather feedback, refine processes, and anticipate challenges before a full rollout.
• Flexible Funding Models: Create innovation funds, like Miami University’s “Bold Initiatives Fund,” to support pilot programs and encourage creative solutions without burdening departments with upfront costs.

“Change management should start before you even begin the project. Too often, it’s overlooked, and that’s where challenges arise.” — Humberto Speziani, Associate Vice President, University of Miami, FL