1. Managing Change Some experiences:
Been lucky enough to be in a high tech field that requires change.
Have been is college of arts and sciences, business, computer science, and engineering in my career, plus worked for various private and government organizations including Boeing, IBM, Siemens, Los Alamos, and SEI/CMU
Have been chair of CIS, CS, CSE and dean of COCSE
Have designed 2 BS, 2 MS, and 1 PhD program in FL, led update of many
Been involved in several accreditation and state reviews
Now have the honor of helping to implement civil and mech eng at UNF
I think change is fun and exciting, but it can also be very frustrating. It is still better than stagnation.

2. What is Change ?
Verb -
1 a : to make different in some particular : ALTER <never bothered to
change the will> b : to make radically different : TRANSFORM <can't
change human nature> c : to give a different position, course, or
direction to
Noun -
1 : the act, process, or result of changing : as a : ALTERATION <a
change in the weather> b : TRANSFORMATION <a time of vast social
change> <going through changes> c : SUBSTITUTION <a change of
scenery> d : the passage of the moon from one monthly revolution to
another; also : the passage of the moon from one phase to another

3. What is Managing ?
Managing is getting paid for home runs someone else hits -- Casey Stengel
When his team won the 1958 World Series, Stengel said “I couldn’t have done it without my players.”
The secret of managing is to keep the guys who hate you away from the guys who are undecided -- Casey Stengel
The essence of managing is optimizing benefits from taking understood and analyzed risks

4. Risk and Change Do not confuse risk with change
Risk is the probability of failing to achieve certain objectives and realizing the associated consequences. Change is a transition between states
Risk can be highest when the existing state is maintained
Risk-averse organizations are very difficult to change and often fail
Risk-averse organizations reward crisis management and punish those who can lead effective change
When managed properly, risk is an asset, not a liability
Fred Harold’s boss

5. Perspectives on Change
Change has considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better. Obviously, then, one’s character and frame of mind determine how readily he brings about change and how he reacts to change that is imposed on him. - K. Whitney Jr., President, Personnel Laboratory Inc., 1967

6. Champions, Sponsors, Agents, and Targets
Champions - Initiate the change process. They bring management’s attention to the subject, obtain the blessings of a sponsor, and establish the credibility to get the change program launched
Sponsors - People in authority who supply the resources and the official backing to implement the change
Change agents - People who lead the change planning and implementation
Targets - People who will be expected to change their work habits

7. Key Elements of Change
Planning
Implementation
Communication

8. Phases of Transition Change Unfreezing Refreezing Desired State
Present State P R O D U C T I V Y
Transition State
Change
Unfreezing
Refreezing
Time

9. Resistance is Part of Change
Expect resistance
Deal with it directly
Sometimes resistance is disguised
Miscommunications can lead to resistance
Confusion can lead to resistance
Story about quarter to semester.
Quarter load was two five hour courses. Hence 6 courses/yr and 10 hrs/wk in class
Proposed semester load load was 3-3, 3 hours per class. Hence, 6 courses per year, 9 hours/wk in class
Complaint was I was increasing teaching loads.

10. Ways to Sabotage Change
Let the change come as a complete surprise
Don’t allow resistance to be expressed
Disregard the emotional components of change
Expect everyone to immediately embrace the change
Let people know there is something terribly wrong with them if they choose not to change
Let the details of change take care of themselves
Keep people busy with several changes made all at once
Impose change without asking for input
Keep people in the dark as to where they stand
Some faculty will not change and do not need to change. Don’t force it if you can handle the change otherwise. Especially crucial in increasing research expectations
Quarter/semester change and curriculum revision

11. Change is Good! Organizations that do not change become stagnant
People in non-changing organizations become fearful of change--hence risk-averse
Risk takers usually leave stagnant organizations, making it harder for the organizations to change
Change is (can be?) exciting and invigorating
Freed Harold’s boss – I don’t know what it is, but I know there is a reason we can’t do that
FAU story about finding new dean

12. But…There are Perils for Those Who Lead Change !!
And it ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new. This coolness arises partly from fear of the opponents, who have the laws on their side, and partly from the incredulity of men, who do not readily believe in new things until they have had a long experience of them. Thus it happens that whenever those who are hostile have the opportunity to attack they do it like partisans, whilst the others defend lukewarmly, in such wise that the prince is endangered along with them. -- Nicolo Machiavelli, The Prince, 1515