There is a widespread discontent with the quality of education and levels of college student achievement, particularly for undergraduates preparing for the professions. This report examines the educational challenges in preparing professionals, reviews the specific types of curriculum innovations that faculty and administrators have created or significantly revised to strengthen college graduates' abilities, and focuses on the societal changes and expectations produced by the acceleration in technology.

Foreword xiiiAcknowledgments xvUnderstanding and Facilitating Organizational Change in the21st Century: Recent Research and Conceptualizations 1Distinctive Contribution 3Focus of the Monograph 4Audience 7To Change or Not to Change? 8Providing a Common Language for Understanding OrganizationalChange 11What Is Organizational Change? 12Diffusion, Institutionalization, Adaptation, Innovation, andReform 13Forces and Sources 15Degree of Change 16Timing of Change 17Scale of Change 18Focus of Change 19Adaptive/Generative 20Intentionality: Planned Versus Unplanned Change 20Response Time: Proactive and Reactive 21Active and Static 21Target of Change: Change Process and Outcomes 22Summary 23Theories and Models of Organizational Change 25Typology of Organizational Change Models 26Evolutionary 28Teleological 32Life Cycle 36Dialectical 40Social Cognition 44Cultural 49Multiple Models 53Summary 55Appendix 57Understanding the Nature of Higher Education Organizations:Key to Successful Organizational Change 59Interdependent Organizations 62Relatively Independent of Environment 63Unique Organizational Cultures of the Academy 65Institutional Status 66Values-Driven: Complex and Contrasting 67Multiple Power and Authority Structures 68Loosely Coupled Structure 70Organized Anarchical Decision Making 71Professional and Administrative Values 72Shared Governance System 73Employee Commitment and Tenure 74Goal Ambiguity 75Image and Success 76Summary 76Higher Education Models of Change: Examination Through theTypology of Six Models 79Evolutionary 80Teleological 86Life Cycle 92Dialectical 93Social Cognition 99Cultural 105Multiple Models 109Summary 111Research-Based Principles of Change 113Promote Organizational Self-Discovery 114Realize That the Culture of the Institution (and InstitutionalType) Affects Change 115Be Aware of Politics 115Lay Groundwork 116Focus on Adaptability 117Facilitate Interaction to Develop New Mental Models andSensemaking 118Strive to Create Homeostasis and Balance External Forces withthe Internal Environment 118Combine Traditional Teleological Tools, Such As Establishing aVision, Planning, or Strategy,With Social-Cognition, Symbolic, andPolitical Strategies 119Realize That Change Is a Disorderly Process 119Promote Shared Governance or Collective Decision Making 119Articulate and Maintain Core Characteristics 120Be Aware of Image 120Connect the Change Process to Individual and InstitutionalIdentity 121Create a Culture of Risk and Help People to Change BeliefSystems 121Realize That Various Levels or Aspects of the Organization WillNeed Different Change Models 121Know That Strategies for Change Vary by Change Initiative122Consider Combining Models or Approaches, As Is DemonstratedWithin the Multiple Models 122Summary 123Future Research on Organizational Change 125References 133Name Index 149Subject Index 153