“Unscrambling the egg” – reflections on a (mainly) successful University change project.

AUA Leeds 2016

Damian BarryConsultant and PhD candidateUniversity of Melbourne

A change story that involves:

• Department of Accounting and Finance, Monash University, Australia

• marriage• counselling • divorce• property• custody• institutional homogenisation

2

Marriage

• Married 1997 - marriage of “equals”• 2006: 120 academics; 33 professional staff; 5 campuses• Strong but unequal growth – students, revenue, academic

staff• “Change junkie” - adopt and adapt culture• Strong leadership • Opportunistic approach• Largest and most profitable department

3

4

STRUCTURE 2013

6 September 2012

Head of Department

Exec Asssistant x 2

Discipline Heads x 2

Academic staff

Business Manager

Finance

Research Admin

E Learning & Design

Academic Development

Marketing and Events

Academic & Admin Support

Admin staff

HDR Co-ordinator

B. Acc & leadership Programs

Academic Quality Manager

The “scrambled egg”

Ingredients: People Policy Process Structure Multi- campus & x-campus culture:

A “one department” approach

March 2016 5

A real scrambled egg….

6

Counselling

2007-2011: Push for separation

2012 : External review recommended a separation …the “marriage” is over

6 September 2012 7

The professional staff view…..initially

6 September 2012 8

Critical timeline

• November 2012: Dean accepts Review Committee decision

• Separation approval timeline:1. Faculty Executive: March 20132. Faculty Board: April3. Academic Board: May4. University Council: June 2013

March 2016 9

Preparing for the change ….Governance, policy and process:

Steering committee and dedicated project officer Project plan – deconstruct the department: ”rats” and

“mice” Communication plan including dedicated web, email

and FAQ Change workshops for leaders and professional staff Agreement on language Strong message: “No job losses – but role change”

June 2014 10

For professional staff

March 2016 11

WAITING

PATIENCE

DIVORCEJune 2013: Council approves….the change really

begins…

• Phase 1 – Management proposal• Phase 2 - Implementation

March 2016 12

Change…lifecycle

Source: Kubler-Ross– “” 13

CUSTODY: What about the staff?

March 2016 14

Custody principles

• Keep academic staff within relevant discipline groups

• Provide world-best support

• BUT….. “Living under the one roof”

Sept 2014 15

Custody and adoption – unscrambling the egg

Principles• Staff will be treated fairly and equitably • Staff allocated to roles in the new structure• Agreed process to fill new positions• High HEW (salary level) “shared staff” adopted

out• Business Manager role (me) – no new home but

a transition role

March 2016 16

The new structure - the unscrambled egg

17

Department of AccountingHead of Department

Academic Staff Business Manager

Senior Execu

tive Officer

Programme Manager

Senior Adminis

trator (Educat

ion)

Senior Adminis

trator (Resear

ch)

Administrati

on Officer

Administative Assist

ant

Post separation – first 9 months

• staff adjusted to new paradigm and new roles• staff reverted to positioning themselves • it was still all new.. it will take time and patience• Faculty / university changes create a continuum of

change.. unsettling• co-location created issues• staff tensions emerged• institutional homogenisation setting in! Loss of

uniqueness

March 2016 18

Success keys

6 September 2012 19

Recipe for success:Govern & Manage Well

6 September 2012 20

Select change model Define leadership roles

Know where resources reside

Allocate resources adequately

Recognise complexity Keep track

Be consistent Model buy-in

Source:VCrew2016

Governance of change

• Is not the same as change management• Need clarity as to who is making the decisions

and who is implementing• Decision making processes in place• Engage stakeholders in decision making• Clear “rules of the game”

March 2016 21

Successful ?.......why?• A plan and agreed approach – governance and

management model in place• Business as usual during the waiting period• Staff allowed to express a preference• Keep the “big” picture in mind• Collegiality, collaboration and cross training• Opportunity for staff to provide feedback

Sept 2014 22

Successful…why?

SMILE

LEAD

March 2016 23

LEADER ...SHIP

• Maintain professionalism and task – business as usual

• Take the opportunity to influence the outcome• Being the leader And the change champion • Collaborating, negotiating• Keeping staff on point and generating enthusiasm• Accept the down side – rise above• “Rejection”

March 2016 24

Change as transition.. .change is normal

Source: William Bridges – “Transition Model” 25

Questions

26

Thank You

6 September 2012 27