1. Needs analysis Internationalisation change programme 22 May 2012

2. 2 Aims of the session To consider the characteristics of effective change initiatives To help you determine priorities for your initiative To help you assess your needs a) as individuals and b) as teams To identify actions to take forward between this meeting and the residential

3. 3 ‘Ingredients’ of change Based on the HEA’s experience, effective change initiatives are characterised by: A shared vision A sound evidence base A strategic approach Senior management buy-in Strategies for managing resistance Student engagement An evaluation strategy Flexibility and agility Good project management Effective team working

4. What is the end-goal which your initiative will work towards (not necessarily achievable in the lifetime of your initiative)? Do all team members understand and share it? As a team do you have a shared philosophy or ethos of internationalisation? Can you express your goal as a ‘compelling vision’? c.f. the concept of ‘intentionality’ (Seel 2006) Seel, R (2006) Emergence in Organisations. Available from http://www.new-paradigm.co.uk/articles.htmhttp://www.new-paradigm.co.uk/articles.htm 4 Shared vision

5. What evidence is there to support the need for change? How will you go about collecting, analysing and sharing the evidence? Is the evidence local, recent and compelling? What story does it tell? 5 Evidence base

6. Are you aware of the institutional strategies, polices and systems that may impact on or help further your initiative? To what extent can you influence and shape these strategies, policies and systems? How might you go about doing so? Who do you need to work with? In the wider context, what other initiatives or policy developments may help? 6 Strategic approach

7. To what extent do your senior managers ‘buy in’ to your initiative (not just support it)? What do you need to do to secure and/or maintain this buy-in? Do you understand senior managers’ drivers and priorities? What other layers of management do you need to work with? 7 Senior management buy-in

8. What resistance do you expect to encounter in the course of your initiative? Where is it likely to come from? What forms is it likely to take (e.g. active/passive)? What strategies can you employ to manage this resistance? c.f. ‘anxiety containment’ (Seel 2006) Seel, R (2006) Emergence in Organisations. Available from http://www.new-paradigm.co.uk/articles.htmhttp://www.new-paradigm.co.uk/articles.htm 8 Managing resistance

9. Does your initiative ‘engage’ students or merely ‘involve’ them (i.e. will your change be done with students or to students)? How will you use the student voice as a driver for change? How will you work with the student member(s) of your team? 9 Student engagement

10. How will you assess the impact of your initiative, not just its outputs/outcomes? Will your initiative take a reflective, iterative approach (developmental evaluation)? How will you ensure learning is captured? How will you use your evaluation activities to inform your communication and dissemination? 10 Evaluation

11. Are you able respond to emerging challenges and lessons learned? What might hinder you? Can you take advantage of opportunities as they arise? c.f. ‘watchful anticipation’ (Seel 2006) To what extent are you comfortable with uncertainty, unpredictability and ambiguity? Seel, R (2006) Emergence in Organisations. Available from http://www.new-paradigm.co.uk/articles.htmhttp://www.new-paradigm.co.uk/articles.htm 11 Flexibility and agility

12. How will the practicalities of your initiative be handled (arranging meetings, circulating documents, recording decisions etc)? How will progress be monitored? How will activity be maintained in the face of competing demands on your time? 12 Project management

13. Are you a team or a group (and does it matter)? Is there a shared understanding of processes, goals, and preferred ways of working? Are roles and responsibilities in your team clear and understood? Have power dynamics been considered? 13 Team working

14. In the context of where your initiative is now: 1.To what extent is each of these areas a priority? 2.To what extent do you feel equipped to address these areas? as an individual as a team Mark your answers to these questions on the star diagram (on a scale of 0 to 10) 14 Needs analysis

15. Star diagram 15 Step 1

16. Star diagram 16 Step 2

17. Star diagram 17 Focus of initiative

18. What are your priorities for development between now and the residential? What actions will you take to address these priorities? What help and support from the HEA would you find useful? 18 Next steps