A review of:
Turnaround Leadership for Higher Education
by Michael Fullan & Geoff Scott, Jossey-Bass, 2009
I have spent the better part of the last decade trying to understand, from the inside, what makes institutions of higher education change. We all purport to be in the midst of it – change, that is – with strategic visions and plans that call for us to “build on our strengths” or “define our dreams.” Let me guess, your institution’s plan says something about…increasing enrolment/graduate enrolment/international enrolment, improving your profile/reputation regionally/nationally/internationally, probably talks about some “pillars” and sets a lofty goal around “improving the overall student experience”, the part that gets us student affairs types all giddy.
And yet, despite all the effort – townhall meetings and consultation sessions, green papers and white papers, beautifully designed strategic plan websites and glossy brochures – the returns on investment are often ambiguous, marginal or incremental, and rarely transformative. Continue reading