Cover -- Title Page -- Copyright -- Contents -- About the Author -- Introduction -- Chapter 1 The Only Thing We Have to Change Is-Change Itself -- The Kübler-Ross Model of Change Management -- The Krüger Model of Change Management -- The Kotter Model of Change Management -- The Role of Organizational Culture in Change Processes -- Hierarchical Organizations -- Decentralized Organizations -- Distributed Organizations -- The IKEA Effect -- Why Change Must Change -- What about Other Stakeholders? -- Conclusion -- Chapter 2 Reframing Change -- Different Ways of Viewing Change -- The Common View of Change -- The Classical View of Change -- The View of Continual Change -- The Intentional View of Change -- The Visionary View of Change -- Bolman and Deal's Four-Frame Model -- De Bono's Six Thinking Hats -- Ten Analytical Lenses -- Conclusion -- Chapter 3 Determining the Need for Change -- Is All Change Good for Higher Education? -- Is All Change Bad for Higher Education? -- Is Some Change Good for Higher Education? -- Case Study: Pursuing Innovation without First Establishing Need -- The Ten Analytical Lenses and the Need for Change -- The Drivers of Change -- The Central Role of the Needs Case in Change Leadership -- Conclusion -- Chapter 4 From Change Management to Change Leadership -- The Learning Culture Theory -- The Change Leader's Road Map and the Change Journey -- C. Otto Scharmer's Theory U and Mindfulness-Based Leadership -- Creative Leadership -- The Pattern That Emerges -- Change Leadership in Higher Education -- Scenario One -- Scenario Two -- A Comparison of These Strategies -- Conclusion -- Chapter 5 Why Strategic Planning Doesn't Work -- A Brief Primer on Strategic Planning -- The Limitations of Strategic Planning in Higher Education -- Little Advice on How to Plan -- Overly Generic Mission Statements -- Limited Options.

The Planning Fallacy -- The Need to Measure the Measurable -- Shallow SWOT Analysis -- Platonicity, Reification, and the Lorenz Butterfly Effect -- Fitting the Culture -- The Lack of Mission in Mission Statements -- Better Approaches to Strategic Change -- Scenario Planning -- The Strategic Compass -- Conclusion -- Chapter 6 Creating a Culture of Innovation -- Creativity as Lateral Thinking -- Preparing a Program for Formalized Lateral Thinking -- Refinements to Formalized Lateral Thinking -- The Role of Mind-Set, Outliers, and Learned Optimism -- Innovation Killers and Innovation Midwives -- Conclusion -- Chapter 7 Leading Reactive Change -- Fighting Icebergs with ICE -- Types of Change -- Is Reacting Actually Leading? -- The Transformation from Elon College to Elon University -- The Transformation from High Point College to High Point University -- The Lessons to Be Learned -- Levels of Change -- Conclusion -- Chapter 8 Leading Proactive Change -- The Myth of Visionary Leadership -- The Telling-Is-Leading Fallacy -- Arizona State University -- University of Notre Dame -- The New Horizons Plan for Saudi Higher Education -- Conclusion -- Chapter 9 Leading Interactive Change -- University of Nebraska-Lincoln -- The Rules of the Red Rubber Ball -- Indian River State College -- Types of Change Leaders -- Conclusion -- Chapter 10 Organic Academic Leadership -- Organic Academic Leadership and the Type Z Organization -- An Exercise in Organic Leadership -- Discussion of the Exercise -- Measuring the Unmeasurable -- Conclusion -- Atlas -- Index -- More from Wiley -- EULA.