College of Opportunity: A Case Study The strategic priorities for the College of Opportunity (COO) are: Successfully transition from quarters to semesters Increase research productivity, and especially inter-disciplinary research collaborations Escalate e-learning Innovate a new “Center on Aging” Build a culture that enables eminence The 2008 and 2011 COO Faculty and Staff surveys show consistent results across the two administrations, including the following strengths and challenges: T/TT Faculty in COO: Are satisfied with the quality of graduate students Feel their teaching is valued by colleagues Are dissatisfied with opportunities to collaborate with faculty in their departments Are dissatisfied with Technical and Research staff Do not experience their departments as collegial Do not feel encouraged and empowered by their Department Chair Staff in COO: Have a definite sense of direction and purpose Are proud to work at Ohio State Believe the college values productivity Do not feel they are treated with respect Do not perceive clear career paths and opportunities for promotion Do not feel this college is an emotionally healthy place to work In 2010 the Dean’s office hosted a world café for COO faculty, staff, and key outside stakeholders to focus on strategic planning. The following themes were revealed: There is divisiveness between departments in COO If COO is to become truly great, an infrastructure to support research is critical New “life” is needed to spark innovative research streams Department Chairs have assumed their positions without consideration for their roles as “leaders” Staff experience disrespect and feel under-valued All have a keen sense of “students first” and are dedicated to educating and helping students College of Opportunity: A Case Study, p. 2 Diagnosis and Definition Based simply on the information provided about COO, what ideas do you have about cultural shifts? What needs to change to achieve strategic priorities? What strengths should be leveraged? Attempt to phrase these ideas in the format of a “From – To” list. For maximum effectiveness, what does COO want less of and more of? From To What is working well and should be leveraged to achieve the college’s strategic priorities? (This is the “Keep” part of the list.) Keep College of Opportunity: A Case Study, p. 3 Reinforce and Apply Taking each of the “To’s” in the “From – To – Keep” list, identify 1-2 tactics that might be implemented to move the COO culture in the direction of each “To.” To: Innovative research streams Tactics: To: “One” leadership team with college-centric, collective decision-making Tactics: To: Ubiquitous respect and civility Tactics: To: A thriving, sought-after staff environment Tactics: College of Opportunity: A Case Study, p. 4 Define, Reinforce and Apply Given the direction of the College of Opportunity, which of the university’s values are most important for this college to emphasize? What aligning behaviors concretely describe each of the values? Identify 1-3 values and write at least two behavior statements under each. Value: Aligning Behaviors: Value: Aligning Behaviors: Value: Aligning Behaviors: “An important aspect of this work is translating the values into daily work life behaviors so that all organization members understand how they will be expected to conduct business in ways that exemplify these values.” Levin & Gottlieb, p. 37. College of Opportunity: A Case Study, p. 5 Using the COO case study as background, what do you know about your own college or VP unit that can inform a “From – To – Keep” list? What ideas do you have for tactics to move your college/VP unit directionally toward the culture desired/needed to reach strategic priorities? What is the conversation you want to have with your Culture Champion (Dean or VP or unit head) about culture shaping and your role in shaping the culture?
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