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you support a recommendation that leads to this kind of con-
solidation?' If the answer was no, we'd have found that out at
the beginning of the initiative and wouldn't have spent a lot of
effort trying to build a business case for something that never
had a chance. Once we knew what the university could accept
in terms of the level of change, it got a lot smoother."
2) Practice Good Governance
Governance is integral to cultural change---both in terms of
keeping a project moving and identifying issues quickly. "We're
aiming for transparency in everything we do," notes Ferrenberg,
"and that includes acknowledging when you've got problems."
Each of the nine IT initiatives that make up Miami's SSIP ef-
fort has a leader, with the CIO and her direct reports serving as
a steering team overseeing the whole project. Ferrenberg acts
as the program manager, making sure the portfolio of projects
continues to move forward. On a monthly basis, the individual
initiative leaders report on their accomplishments, plans for the
coming months, and issues such as priority conflicts and re-
Sharing problems is hard for people to do, Ferrenberg ad-
mits. "We've got some good examples of projects where peo-
ple identified problems, but they didn't really escalate them
when they could have. And they turned into some significant
issues that we've had to address."
As part of Miami's new governance structure, a group of
managers representing every part of the IT organization was
formed to prioritize planned initiatives. An unexpected benefit
has been increased accountability for problems that might
otherwise have remained hidden. When someone doesn't
own up, "we have to make sure they're held accountable,"
says Ferrenberg. "The group we put together is doing a very
good job of that. There are discussions that should have been
taking place all along, and never really were---we're now pro-
viding that forum."
3) Train People to Accept Change
At the University of Kansas, Goodyear and her colleague
Jenny Mehmedovic, assistant to the provost, were faced with
two large change initiatives: Bold Aspirations, a strategic
plan that sets higher expectations for scholarship and re-
search; and Changing for Excellence, an initiative to reduce
administrative costs by improving efficiency in administrative
functions. In order to prepare both faculty and staff for such
a massive undertaking, the pair put together a 90-minute or-
ganizational change workshop that would both guide users
to prepare for change in general and help them to overcome
challenges specific to their departments. Workshop content
was grounded in academic research but structured to be rel-
evant to any faculty or staff position on campus.
To help develop the workshop, Goodyear and Mehmedovic
formed a "change facilitators committee," made up of faculty
members who had expertise in organization change or related
content and faculty or staff members who had led successful
change projects. "We were looking for content-discipline skill
sets but also the practical---people who were successful at
getting stuff done," explains Goodyear.
The team then ran test workshops to fine-tune their ap-
proach. "We didn't just want a faculty perspective on
change; we wanted to know how [approaches to change
management] would fit or not in the University of Kansas
culture," points out Goodyear. "We also wanted to know
what KU had done well [to handle change] in the past, and
what KU hadn't done so well."
For example, internally KU has a good reputation for collabo-
rating regardless of individual rank or status. "Faculty and staff
are used to working with each other," Goodyear notes, and
students participate on almost every committee. "That was
one of our strengths. That was great." On the other hand, she
adds, "Everybody said we try to do too much with too little on
too short of a time frame and that's one of the reasons we fail.
So we knew that was a KU weakness."
By figuring out those characteristics up front and arming
themselves with examples, they could customize the training
for each audience, and "be very direct and honest with the
people we were interacting with," says Goodyear.
Eventually, the pair ran the workshop 40 times and trained
800 participants on the fundamentals of change and the new
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