One of my most memorable
graduate courses was called Stress and
Adaptation. Adapting a 15-week course and a
forty-page paper to fit into an eight-week term
provided the stress. Learning adaptation was the
reward for taking the course during the summer.
Change is seldom welcome but often inescapable.
USM had no choice but to adapt to the budget
challenge of the Ehrlich administration.
Although we may not be happy with the resulting
changes, if USM institutions are to succeed,
every one of us needs to accept and embrace the
changes. The following three articles provide
some wonderful insight into change in higher
In " Marketing: Overcoming
internal resistance to change" published by
University Business, author Robert Sevier
asks and answers the question "what is it about
change that people in general — and faculty and
staff — in particular — most fear?" He also
provides strategies on how to overcome
resistance to change.
President of the College
of Charleston, Leo Higdon, says that "
regardless of the cause [of change]… one thing
is certain: If the institution’s stakeholders
don’t support the change initiative, it won’t
work." Read more about his suggestions for
managing change, in "Change from within: The
challenge of shaping the institutional culture"
published in Liberal Education.
If you think that change
in higher education is political, read a
critical synthesis of research literature that
will confirm your hypothesis in " Understanding
and facilitating change in higher education in
the 21st century" contained in ERIC