Creating the resilient community college

Mellow, G.O. & Talmadge, R.A. (2005). Creating the resilient community college. Change, 37(3), 58-66.

Presents a snapshot of the organizational change process at _LaGuardia Community College. Indicates that data-collection is a necessary first step for realistic assessment of challenges, and that highly participatory structures and effective communication are essential. Claims that a “crisis” is not necessary to motivate change, provided that effective strategies are utilized to engage faculty and staff: involving the whole system, creating new structures, tackling difficult issues, supporting faculty/staff leadership, publicly framing issues and decisions, and sustaining change. Indicates the importance of student and external stakeholder participation in the change process. Describes the importance of having a single point of contact leading organizational change efforts, and having that point of contact work in the President’s Office to give credibility and demonstrate the College’s commitment to organizational change.

Follow-up:

• determine how the college is using Baldridge criteria to establish key indicators of institutional effectiveness and review performance bi-weekly
• interview Senior Assistant to the President for Organizational Change