Table of Contents

Title: Table of Contents

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AbstractUnderstanding and Facilitating Organizational Change in the 21st Century: Recent Research and ConceptualizationsDistinctive ContributionFocus of the MonographAudienceTo Change or Not to Change?Providing a Common Language for Understanding Organizational ChangeWhat Is Organizational Change?Diffusion, Institutionalization, Adaptation, Innovation, and ReformForces and SourcesDegree of ChangeTiming of ChangeScale of ChangeFocus of ChangeAdaptive/GenerativeIntentionality: Planned Versus Unplanned ChangeResponse Time: Proactive and ReactiveActive and StaticTarget of Change: Change Process and OutcomesSummaryTheories and Models of Organizational ChangeTypology of Organizational Change ModelsEvolutionaryTeleologicalLife CycleDialecticalSocial CognitionCulturalMultiple ModelsSummaryAppendixUnderstanding the Nature of Higher Education Organizations: Key to Successful Organizational ChangeInterdependent OrganizationsRelatively Independent of EnvironmentUnique Organizational Cultures of the AcademyInstitutional StatusValues‐Driven: Complex and ContrastingMultiple Power and Authority StructuresLoosely Coupled StructureOrganized Anarchical Decision MakingProfessional and Administrative ValuesShared Governance SystemEmployee Commitment and TenureGoal AmbiguityImage and SuccessSummaryHigher Education Models of Change: Examination Through the Typology of Six ModelsEvolutionaryTeleologicalLife CycleDialecticalSocial CognitionCulturalMultiple ModelsSummaryResearch‐Based Principles of ChangePromote Organizational Self‐DiscoveryRealize That the Culture of the Institution (and Institutional Type) Affects ChangeBe Aware of PoliticsLay GroundworkFocus on AdaptabilityFacilitate Interaction to Develop New Mental Models and SensemakingStrive to Create Homeostasis and Balance External Forces with the Internal EnvironmentCombine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy, With Social‐Cognition, Symbolic, and Political StrategiesRealize That Change Is a Disorderly ProcessPromote Shared Governance or Collective Decision MakingArticulate and Maintain Core Characteristics 120Be Aware of ImageConnect the Change Process to Individual and Institutional IdentityCreate a Culture of Risk and Help People to Change Belief SystemsRealize That Various Levels or Aspects of the Organization Will Need Different Change ModelsKnow That Strategies for Change Vary by Change InitiativeConsider Combining Models or Approaches, As Is Demonstrated Within the Multiple ModelsSummaryFuture Research on Organizational ChangeReferences.