When Culture and Change Collide In Higher Education: A Case Study at One University

Leaders in higher education regularly find themselves at the intersection of change, torn between their institution’s history and culture, the intrinsic value of education, market needs, and the desires of alumni, current, and prospective students. Higher education is often labeled reluctant to change, and many believe any change initiative not aligned with the institution’s culture is almost certain to fail. This study provides evidence that leaders in higher education can implement change that is incongruent with organizational culture while maintaining harmony among the institution’s ideals and constituents. University X, a medium-sized, highly regarded public institution located in a rural area, implemented its first fully online degree program, which was widely perceived as being incongruent with the organization’s culture. A detailed analysis of eight environmental factors and an adaptation of Kotter’s (1996) eight-step change model contributed to the overall success of this change. The keys to implementation were developing an in-depth understanding of the culture while ensuring there was both a need for change and adequate support among stakeholders. Developing a group to champion and sustain the initiative was also critical. The common thread throughout the entire change process was the frequent and effective communication maintained by the organizational leaders. The culture shift initiated by the change also allowed the institution to move quickly to transition to alternative teaching methods during the COVID-19 pandemic of 2020.

School Counselor Perceptions of a Comprehensive School Counseling Model and Implications for Practice

The study examined school counselor perceptions of the American School Counseling Association’s Comprehensive School Counseling Program (CSCP) on academic outcomes (better-reported grades and better-standardized scores) of middle school students with a focus on recommendations for the tasks and responsibilities of school counselors. The study was qualitative and used a phenomenological approach through semi-structured face-to-face interviews to provide inquiry into school counselors’ perceptions of an effective school counseling program.

Authentic Engagement through Workplace Pedagogy

Readiness: Are business majors equipped with industry-expected skills? This question remains the central theme of discussions between employers and business academicians in terms of bridging the gap between theory and practice. These discussions are useful in identifying reasons that might impede “readiness.” This article provides an overview of pedagogical and practical considerations by offering a process and evaluation framework to help business communication faculty integrate workable pedagogy to ever-evolving business practices. Suggestions are provided for authentically engaging business majors in developing industry-expected skills, such as teamwork, social collaboration, and technology. Although these suggestions will not pertain equally to all business communication settings (i.e. regional or local practices), they do allow for the examination, reflection, and application of best practices to bridge the gaps between theory and practice in terms of providing meaning and value for undergraduate business majors to develop applicable workplace and employability skills. These uncertain times underscore the importance of reflecting on and applying best practices from academic and workplace settings that can authentically engage and develop students.