“Toward a constructivist framework for guiding change and innovation in higher education.” Journal of Higher Education, Lueddeke, G.R., (1999), Vol. 70 Issue 3, pp. 235-260.
The Article
Higher education faces many challenges both domestic and international. Lueddeke (1999) notes the challenges that institutions will face within the next decade, where there “appear to be few useful models to help guide the process,” to discuss what the author suggests is a constructivist framework for guiding change and innovation in higher education (pp. 239). The author defines from multiple perspectives academic culture and decision-making and some current models for higher educational organizational theory. Among these models are the four different kinds of institutional cultures from Birnbaum’s How Colleges Work, four frames of organization from Bolman and Deal’s Reframing Organizations, and the four cultures of university organization from Bergquists’ The Four Cultures of the Academy. The author discusses related literature for each of the constructs for analyzing postsecondary organization and administration. The three major theoretical frames utilized in the literatures define and develop their models for understanding institutions accordingly:
Birnbaum | Bolman and Deal | Bergquist |
Collegial Institution Bureaucratic Institution Political Institution Anarchical Institution | Structural Frame Human Resource Political Frame Symbolic Frame | Collegial Culture Managerial Culture Developmental Culture Negotiating Culture |
After discussion of the literature, Luedekke (1999) defines the purpose of the article to provide a rationale for different types of change strategies, building upon the analytical models – or lack thereof – for theory development in organization and administration. Where institutions in the United Kingdom, Australia and Canada have promoted need for more efficient processes of change, the author defines the difference between adaptive and generative processes of change. Discussing the challenge to improving teaching and instruction, the article then provides perspective into identifying and selecting criterion for models of change. Making use of the literatures discussed, the author emphasizes the need to incorporate specific dimensions for effective and efficient change, including (1) the praxis of theory and practice, (2) collegial collaboration, (3) the capacity to adapt to contextual circumstances, (4) reflexivity, (5) credibility, (6) ability to adjust to the unknown, and (7) a framework for evaluation (Luedekke, 1999, p. 244-246). Following detail on the influences that characterize the discussed factors for facilitating change as correlated to a “constructivist” school of organizational change, Lueddeke (1999) defines in discussion an Adaptive-Generative Development Model (A-GDM). The author maintains the model is an integrated model, whereby focusing on the dual nature of adaptation, the model for analysis provides the means to increase “the institution’s or individual’s capacity to create solutions to increasingly complex problems” (pp. 239-240, 247). A-GDM thus emphasizes and is itself defined by (1) needs based analysis, (2) research and development, (3) strategy formation and development, (4) research support, (5) implementation and dissemination, and finally (6) evaluation.
Offering reflective questions to guide the selection and implementation of an efficient model for change and innovation through A-GDM, the author discusses the use of the model in practice by providing examples of the reframing of organization and management with institutions in Canada and the United Kingdom. According to the author, research undertaken at a university in Australia provides valuable results and a foundation for continued research, though it is “too early to tell whether the policy will have a long-term impact on the overall quality of teaching” (Lueddeke, 1999, pp. 256). The author concludes by suggesting that higher education faces a climate of uncertainty and reiterates preparation for change. While there is some skepticism over the theoretical models as discussed, there remains a real gap between theory and practice. The conclusive point of the article is that there is the need to bridge the gap in order to provide a means by which to guide policy and decision-making in the governance and organization of institutions of higher education.
Reflection
The article is one that really piqued my interests in studying the area of higher education while working on my degree in political science. I recognized the need to develop theory to improve upon industrial age and classical assumptions of science in political theory were also true of other areas of study, including – and perhaps even more so – with the organization and management of higher education. An approach to change for higher education cannot risk basis on trends and in-vogue popular management. There is not necessarily so much the need to view the ideas and theory of the past as obsolete as there is a need to develop them for a contemporary context and allow them to evolve. The author provides a valuable article for developing research in the area of higher educational organization and administration. It is a good theoretical framework upon which to build applied research.
Many of the ideas provided by the author are agreeable, particularly the need for theory development and the lack of a guide by which higher education can efficiently adapt. My articles on theory development might seem repetitive. Nonetheless, the necessity of such theory to manage complex systems in a rapidly changing world cannot be underestimated where we continue to fail to attain the wisdom of the old cliché and actually “learn from history.” The article accomplishes a lot. Further work would benefit from perspectives in organizational psychology. It would help to define what the author means by a “constructivist” organizational theory (as organizational theory does not entirely think in terms of the constructivist/behaviorist dichotomy - though it's a good idea and sounds good to me as I've tried to do the same). How another school of thought might approach change would develop awareness of the interdependence between frames, including how external forces might contribute to the potential need for, and determine the selection of models. So much more could be said about this article, its promise and the valuable directions it provides. But, I do not anticipate beginning my dissertation on a website at the present moment.