Institutional transformation guided by a multi-frame organizational analysis approach

Abstract

The goal of an ongoing institutional transformation project (NSF ADVANCE #1209115) at a large private university (hereafter referred to as LPU) is to increase the representation and advancement of women STEM faculty widely by removing barriers to resources that support career success and by creating new interventions and resources. An additional goal is to adapt interventions to address the needs of key subpopulations classified by ethnicity or hearing status. The work of the project, which began in 2012, is to: 1) refine and strengthen targeted institutional structures; 2) improve the quality of women faculty's work lives; 3) align institutional, administrative, and informal systems of power and resources to support and sustain progress toward meeting the project goals; 4) enhance the working environment and support career advancement for women faculty; and 5) establish a sustainable, inclusive, accessible network that supports career goals for all university faculty. In preparation for creating an appropriate transformational strategy, researchers conducted a self-study (NSF ADVANCE #0811076) from 2008-2011 to identify career advancement barriers for current women faculty to establish how well the university addresses issues found to be important in women faculty's recruitment, retention, and advancement. The results of a 2009 faculty climate survey, conducted in conjunction with an objective data review and benchmarking, led to the identification of barriers in the areas of career navigation, climate, and flexibility in work/life management balance and these have been previously reported1-4. In addition, the effectiveness of existing university structures at addressing these barriers was assessed. This assessment led to the creation of a detailed institutional transformation strategy which adopted a multi-frame organizational analysis approach from Bolman and Deal to improve understanding of organizational issues within the university.5 This approach integrates several aspects of organizational theory, including structural, human resources, political, and symbolic perspectives, and suggests the use of each as a "frame" or "lens" for viewing the organization and the strategic approaches created to change the organization.6 Use of this approach improves understanding of the organization; ensures that interventions positively impact the university at the structural, human resource, political, and symbolic levels; and, therefore, supports sustainability of key grant activities beyond the length of the grant. The organizational analysis approach also aids in project administration and evaluation. However, no plan is ever perfect. Even a change process needs to be open to change to be effective. This paper presents the transformational strategy and organizational framework that were proposed and undertaken at the start of the grant and later refined as activities progressed and were evaluated and adjusted to further improve outcomes.