领导文化变革:从转型计划到转型机构

Russell Lowery-Hart
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引用次数: 0

摘要

简言之,高等教育的基础是破碎的。改变高等教育和任何组织,都需要一种新的倾听方式(以及倾听对象)。一个明确的变革理论,以重要的价值观为中心,应该推动决策、预算甚至组织结构。通过数据峰会,一个组织可以确定有效的举措,然后必须扩大其影响力。组织结构图不应与沟通计划相混淆。领导层、员工、学生和社区之间的有意对话为信任和转变奠定了基础。一种专注于爱学生走向成功的文化会带来一种改变组织文化、影响力和沟通的文化。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Leading Culture Change: Moving from Transformational Initiatives to a Transformational Institution
ABSTRACT In Short Fundamental of Higher Education are broken. Changing higher education, and any organization, requires a new way of listening (and from whom to listen). A clear theory of change, with values that matter at its center, should drive decision making, budgeting, and even organizational structures. Through data summits, an organization can identify initiatives that work and then must scale them for impact. Organizational charts should not be confused with a communication plan. Intentional conversations between leadership, employees, students, and community created a foundation for trust and transformation. A culture that is focused on loving students to success leads to a culture that transforms an organization’s culture, impact, and communication.
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