Adrianna Kezar 
Understanding and Facilitating Organizational Change in the 21st Century [PDF ebook] 
Recent Research and Conceptualizations: ASHE-ERIC Higher Education Report, Volume 28, Number 4

Foreword xiii
Acknowledgments xv
Understanding and Facilitating Organizational Change in the21st Century: Recent Research and Conceptualizations 1
Distinctive Contribution 3
Focus of the Monograph 4
Audience 7
To Change or Not to Change? 8
Providing a Common Language for Understanding Organizational Change 11
What Is Organizational Change? 12
Diffusion, Institutionalization, Adaptation, Innovation, and Reform 13
Forces and Sources 15
Degree of Change 16
Timing of Change 17
Scale of Change 18
Focus of Change 19
Adaptive/Generative 20
Intentionality: Planned Versus Unplanned Change 20
Response Time: Proactive and Reactive 21
Active and Static 21
Target of Change: Change Process and Outcomes 22
Summary 23
Theories and Models of Organizational Change 25
Typology of Organizational Change Models 26
Evolutionary 28
Teleological 32
Life Cycle 36
Dialectical 40
Social Cognition 44
Cultural 49
Multiple Models 53
Summary 55
Appendix 57
Understanding the Nature of Higher Education Organizations:Key to Successful Organizational Change 59
Interdependent Organizations 62
Relatively Independent of Environment 63
Unique Organizational Cultures of the Academy 65
Institutional Status 66
Values-Driven: Complex and Contrasting 67
Multiple Power and Authority Structures 68
Loosely Coupled Structure 70
Organized Anarchical Decision Making 71
Professional and Administrative Values 72
Shared Governance System 73
Employee Commitment and Tenure 74
Goal Ambiguity 75
Image and Success 76
Summary 76
Higher Education Models of Change: Examination Through the Typology of Six Models 79
Evolutionary 80
Teleological 86
Life Cycle 92
Dialectical 93
Social Cognition 99
Cultural 105
Multiple Models 109
Summary 111
Research-Based Principles of Change 113
Promote Organizational Self-Discovery 114
Realize That the Culture of the Institution (and Institutional Type) Affects Change 115
Be Aware of Politics 115
Lay Groundwork 116
Focus on Adaptability 117
Facilitate Interaction to Develop New Mental Models and Sensemaking 118
Strive to Create Homeostasis and Balance External Forces withthe Internal Environment 118
Combine Traditional Teleological Tools, Such As Establishing a Vision, Planning, or Strategy, With Social-Cognition, Symbolic, and Political Strategies 119
Realize That Change Is a Disorderly Process 119
Promote Shared Governance or Collective Decision Making 119
Articulate and Maintain Core Characteristics 120
Be Aware of Image 120
Connect the Change Process to Individual and Institutional Identity 121
Create a Culture of Risk and Help People to Change Belief Systems 121
Realize That Various Levels or Aspects of the Organization Will Need Different Change Models 121
Know That Strategies for Change Vary by Change Initiative122
Consider Combining Models or Approaches, As Is Demonstrated Within the Multiple Models 122
Summary 123
Future Research on Organizational Change 125
References 133
Name Index 149
Subject Index 153

Adrianna Kezar is Professor of Higher Education at the University of Southern California, USA since 2003. She holds a Ph.D. and an M.A. in higher education administration from the University of Michigan. She was formerly editor of the ASHE-ERIC Higher Education Report Series from 1996 to 2004. Kezar has published more than seventy-five journal articles, fifty book chapters, and twelve books. Recent books include: Recognizing and Serving Low-Income Students in Higher Education (Routledge Press, 2011) and Redesigning for Collaboration in Higher Education (Jossey-Bass, 2009). Kezar has also served on several editorial boards and received national awards for her commitment and leadership.