Building Strategic Agility to Balance What Is Desirable with What Is Possible

Leaders across the nation are eager to embed diversity, equity, and inclusion (DEI) into their recruitment retainment processes, curriculum development, teaching pedagogy, institutional operations as well very fabric of identity. However, in a historically traditional industry, many institutions struggle with managing DEI change. The concepts evolution versus radical revolution provide useful lens through which stakeholders may balance what is desirable possible context unique organization. At ACAD's seventy-eighth annual meeting, keynote speaker Marjorie Haas, president Council Independent Colleges, posed general question, “Evolution revolution?” We think this an excellent contemplate higher education endeavors. In context, we see process gradual, progressive change that builds on already exists, whereas sudden fundamental thinking or doing. Both have place strategy, serious analysis required by governing boards, administrators, faculty, staff, students, alumni, other critical ascertain practical implications each before committing one other. table 1, categorized our perception common characteristics represent poles along continuum. want be clear: it less important agree characterizations than idea; reach intentional consensus about mean institution; decide concept best given capacity, culture, history DEI; create appropriate goals management plans accordingly. (Takes time presents danger waning support. Initiatives must paced for timely, visible gains.) (Everything disrupted broken replacement systems ready, otherwise capacity achieve will compromised.) Urgency balanced systematic implementation sustainable progress. can supersede everything else. Inclusive syllabus—random college website: “As research has shown, diversity component educational excellence. When students able themselves represented course content discussion, signals them identities … valued respected classroom. Instructors access students’ lived experiences cultural backgrounds part enhance student learning.” Decolonize “We understand decolonization identification, interrogation, dismantling power structures carry legacies racism, imperialism, colonialism production knowledge. By decolonizing syllabi, make conscious effort way how where knowledge produced. Our program contests assumption white, Western intellectual traditions superior, yet universal.” Assesses current organizational systematically prioritizes, plans, monitors interventions. Change any means necessary. More likely completely interrupts operations. believe necessary timely. Not all academic leaders faculty members accustomed minutiae day-to-day management, but complexity modern organizations nature, pace, scope demand such focus. Each institution relationship It essential assess whether right strategy organization's state being employed strategic agility meet needs students. Donna M. Buchanan Crucial Shift Consulting Higher Education Management. Gail Evans Grayson associate professor executive vice dean (Pomona) director College Health Sciences at University Sciences. Email: [email protected], protected]