THOUGHT LEADERSHIP
Lessons in change management & community engagement
At Brailsford & Dunlavey, our Management Advisory (MA) and Communications & Public Engagement (CPE) practice groups often enter the picture when institutions are at a crossroads. Whether a university is launching a master plan or navigating a fiscal crisis, the success of the endeavor rests on one pillar: trust.
In a recent episode of the “EdUp Insights” podcast, Dr. Charles Ambrose and Michael T. Nietzel discuss their book “No Confidence,” which covers the increasing frequency of no-confidence votes in higher education. The conversation struck a chord with a few of us who work in organizational change management (OCM) and community engagement at B&D, with the two ultimate questions: how can universities not only avoid no-confidence votes, but actually build confidence with university stakeholders?
From our perspective as advisors who help clients “create understanding” and “develop ownership,” considered two questions: 1) how do you deliberately build trust, and 2) how can greater engagement be leveraged as the solution?
Building trust action by action, person by person
As many, including the authors on the EdUp Insights podcast, argue, no-confidence votes are rarely just about a single policy. It is the culmination of a sustained institutional crisis and a perceived erosion of trust over time. In a culture where collaboration and transparency are considered optional, the community loses its sense of agency, opening the door to mistrust.
The podcast highlights several triggers that mirror the challenges our clients tackle daily:
- Dodging the first seed of distrust: Financial pressures often lead leadership to make swift, top-down decisions. Without transparency, these decisions breed suspicion rather than optimism towards change. Conversely, we work with institutions to both understand and communicate their awareness of key challenges, and then ensure any resulting actions or decisions are grounded in addressing any threats to the institutional mission. This transforms a solution into an institutional imperative.
- Building Trust instead: Hard decisions or perceived crises are not just about spreadsheets or data points; they are emotional. Instead of only considering what is changing or why, define who. When developing change management strategies with our clients, we often start by mapping the key individuals impacted and defining how. Often, your greatest champions can start as your greatest barriers. Thoughtfully bringing people in rather than pushing them out can have exponential impacts.
Our path forward: Engagement as a solution
A offer a “candid and hopeful” outlook, focusing on constructive paths forward. This aligns perfectly with B&D’s philosophy of achieving advocacy through meaningful interaction. To avoid the “No Confidence” trap, we believe institutions must pivot toward:
- Proactive authenticity: Don’t wait for a crisis to explain the “why.” Our CPE strategy is built on defining the process and informing stakeholders before the first shovel hits the ground or the first budget cut lands. This starts with developing a clear understanding of impact. From there, awareness must be built. When all stakeholders are on the same page and have opportunities to be heard and engaged, they become well-informed and, in the long run, will advocate for the right type of change before it’s too late.
- Productive conflict: The authors emphasize that “difficult conversations are necessary.” We facilitate these through task forces and public forums, ensuring that dissenting voices are heard and integrated, which transforms critics into partners. Offering genuine opportunities to be heard and to weigh in on concerns, questions, and input fosters a level of collaboration that extends beyond simply informing. This, in turn, leads to healthy, productive conversations and steps toward progress.
- Building a shared vocabulary: Often, “no confidence” stems from a misunderstanding of institutional data. We translate complex financial and facilities data into more digestible communication, often through comprehensive presentations or infographics that are accessible to communities. This leads to a shared understanding that empowers the community. When they understand it, they’re most likely to trust the messaging and share their understanding with others, minimizing confusion and angst.
In summary, the EdUp Insights episode serves as a sobering reminder that in higher education, leadership is a collective act. For those of us at B&D dedicated to the built environment and institutional strategy, the message is clear: Trust is the foundation of every project.
Ultimately, by focusing on building trust and confidence, we work with clients to not only avoid a crisis but to aspire to achieve their targeted new reality.
