A customized guide about liberatory design thinking processes that have been tested within college settings to support changes that enhance equity in policies and practices within institutions. This research is based on case studies of several institutions, including focus group interviews with the campus design teams and an analysis of artifacts.…

In this publication, the first in the "On Shared Equity Leadership" series, we describe how broadly inclusive and collaborative approaches to leadership are necessary to achieve equitable outcomes. We term this approach "shared equity leadership" (SEL), in which equity becomes everyone's responsibility and multiple campus…

Government agencies, foundations, business and industry, and other important higher education stakeholders continue to invest in important and deep changes they think are necessary for the vitality and health of higher education particularly interdisciplinary teaching and research. But we know little about how transformational changes happen,…

This article reports on a three year case study and interview project of a federal initiative to help low income students access college called individual development accounts (IDA). The study focused on partnership development between community agencies that offer IDAs and postsecondary institutions, examining challenges and facilitators. A set…

This monograph provides a portrait of non-tenure-track faculty, describes studies of their experiences, and proposes plans of action. Much of the research, particularly early on, tried to provide a picture and description of this faculty that have been largely invisible for years. Therefore, "Portrait of Non-Tenure-Track Faculty" focuses on the…

One of the most vexing problems today involves transforming colleges and universities so that they yield equitable educational outcomes for historically underrepresented students. The traditional approach to achieving equitable educational outcomes has been to focus on increasing the racial diversity of campuses by admitting a higher percentage of…

There is a growing concern among faculty and administrators in higher education institutions that shared governance is being diminished, primarily due to the decline of tenure-track faculty and growth of contingent faculty who have been historically excluded from formal participation in university governance. Although the role of faculty in…

Campuses across the country are being asked to respond to a host of challenges: technology, diverse and changing populations, competition, financial stress, and globalization to name a few. Yet, in most instances, campus decision-making mechanisms are not prepared to handle these increasingly complex issues. In addition, traditional conceptions of…

Examined the impact of institutional culture on the change process in colleges and universities. Using an ethnographic approach and two-tiered cultural framework, investigated comprehensive change at six institutions. Results suggest that campuses should conduct audits of their institutional culture before engaging in the change process. (EV)

Presents two case studies of higher education institutions undergoing change to illustrate how institutional culture affects the change process. Introduces the mobile model of change that guides transformation efforts in urban institutions while remaining sensitive to their institutional context and culture. The framework is based on a five-year…

Developed elements of a transformational change framework through case studies of 6 institutions over a 4-year period. Three key findings were: (1) five core strategies for transformational change; (2) the characteristic that makes them essential: sensemaking; and (3) the interrelationship among core and secondary strategies, the nonlinear process…

This paper examines the use of professional reading groups as a strategy to help college and university administrators stay informed and meet administrative challenges. It reports on a study of 26 institutions by the American Council on Education, which examined the process of large-scale institutional change. This study's findings support reading…

The purpose of this paper is to explore avenues for achieving pluralistic leadership cultures and present three principles: (1) awareness of identity, positionality, and power conditions; (2) acknowledgment of multiple descriptions of campus leadership and personal philosophies of leadership; and (3) negotiation among multiple descriptions of…

New forms of team-oriented college and university leadership have emerged in recent years in response to changing conditions such as internationalism, interdependence, and growing diversity. The case study of one community college adjusting to team-oriented leadership over a period of eight years illustrates the complexity and challenges presented…