Curricular Change, Resistance, and Leadership
 

One-page Introduction

  • The one-page introduction provides brief descriptions of six areas related to curricular change: change theories, culture and cultural change, leadership, resistance, energy and vision, and faculty development and systemic change. The introduction also provides pointers and references for the six areas.

Papers

Workshops

Introduction
Each of the Foundation Coalition (FC) partners has initiated several curricular changes, some of which are significant in scope and depth. Many of the projects focused on altering the curriculum of an entire year of the four-year engineering curriculum. In addition to curricular changes, the FC has undertaken a qualitative research project that examines processes through which coalition partners have initiated and attempted to sustain curricular change. It is important to emphasize that the focus of the study is the process of curricular change, not content of new curricula. For the qualititative study, a research team interviewed over 150 faculty members and administrators at the six Coalition partners. In addition, researchers have studied change in human organizations, including higher education. The purpose of all the studies is to better equip faculty members and administrators for future curricular changes. Hopefully, the experience of the partners of the Foundation Coalition will be helpful to other engineering programs as they plan for curricular change.

Resources
The Foundation Coalition is creating resources that will assist faculty members at other institutions in learning from our experiences with curricular change. These resources include

  • One-page Introduction
  • Papers: Several papers have been prepared from qualitative study and literature review. Each papers provides information that may be useful to other institutions considering major curricular change. Other papers related to curricular change across the Foundation Coalition are also included in the list.
  • Workshops that campuses can host. The length of each workshop varies between two hours and two days, depending on the material to be presented and the desired degree of interactivity.

Publications for Further Reference

  1. Senge, P., 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. Doubleday, New York.
  2. Senge, P., Kleiner, A., Roberts, C., Ross, R., Smith, B., 1994. The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization, Currency/Doubleday.
  3. Senge, P., Kleiner, A., Roberts, C., Roth, G., Ross, R., Smith, B., 1990. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations. Doubleday.
  4. Kotter, J., 1990. A Force for Change, The Free Press, New York.
  5. Pascale, R., Millemann, M., and Gioja, L., 1997. "Changing the Way We Change," Harvard Business Review, November–December, 1997, pp. 125–139.
  6. Melander, E., and Pitts, E., 1977. "Faculty and Administrative Roles in Fostering Curricular Innovation," Journal of General Education, vol. 29, no. 2.
  7. Bennis, W., 1997. Managing People is Like Herding Cats. Executive Excellence Publishing, Provo, UT.
  8. Bennis, W., 1999. Old Dogs, New Tricks. Executive Excellence Publishing, Provo, UT.
  9. Blanchard, K., Bowles, K., 1998. Gung Ho!, William Morrow & Co., New York.
  10. Camillus, J., and Beall, D.R., 1997. "Shifting the Strategic Management Paradigm," European Management Journal, Vol. 15, No. 1, February, pp. 1–7.
  11. Clarke, A., and Garside, J., 1997. "The Development of a Best Practice Model for Change Management," European Management Journal, Vol. 15, No. 5, October, pp. 537–545.
  12. Cummings, K., Dragna, F.J., Hanson, R.A., and Peterson, L.R., 1996. "The Aggie and the Ecstasy: A Descriptive Analysis of the Processof General Education Reform at a Land-Grant University," Journal of General Education, Vol. 45, No. 4.
  13. Dolence, M., Rowley, D., Lujan, H., 1997. Strategic Change, Jossey-Bass Publishers, San Francisco.
  14. Johnson, S., 1998. Who Moved My Cheese?, G.P.Putnam's Sons, New York.
  15. Kriegel, R., and Brandt, D., 1996. Sacred Cows Make the Best Burgers, Warner Books, New York.
  16. Morrison, I., 1996. The Second Curve: Managing the Velocity of Change, New York.
  17. Pine, G.J., 1980. "The Certainty of Change Theory: An Analysis of Change Ideologies," in L.A. Morris, K.A. Acheson, L.M. Carey, A.J. Pine, R.C. Richey, S.L. Scull, A.M. Wheeler (Eds.), Research, Adaptation, and Change. Oklahoma: University of Oklahoma.
  18. Recardo, R., Molloy, K., and Pellegrino, J., "How the Learning Organization Manages Change," National Productivity Review, Winter 1995–1996, pp. 7–13.
  19. Robbins, H., and Finey, M., 1996. Why Change Doesn't Work, Peterson's, Princeton.
  20. Smith, D., 1996. Taking Charge of Change, Addison-Wesley Publishing Co., New York.
  21. Tichy, N., and Sherman, S., 1993. Control Your Destiny or Someone Else Will, Harper Business, New York.
  22. Tichy, N., 1997. The Leadership Engine, Harper Business, New York.
  23. Want, J.H., 1995. Managing Radical Change, John Wiley & Sons, New York.