"Quantum leaps and paradigm shifts. . . are uncontrollable, unpredictable, and full of opportunity. . . The shift to a new paradigm involves understanding that these environments can be understood though not controlled, that there are many possible outcomes to the situations presented, and there is more going on than objective measures reveal" (Manning, 2013, p. 137-138).
It is impressive to think that these sorts of ideas are applicable to organizations and their structures; they sound more like plot lines in the Twilight Zone than frameworks to apply to organizations. Yet, Manning (2013) wrote about these ideas in the context of higher education and the volatile environments in which such institutions exist. To be a successful administrator of higher education, one must understand these notions. The landscape of higher education features many hills and valleys and shifts seemingly from one world to another. Perhaps one of the most frequent and significant paradigm shifts is launched through political administration and government. Federal governments, governors, and state legislatures can change the whole world of higher ed. For example, the Obama administration redefined what Title IX looked like on college campus and how it should be enforced to address issues of sexual assault. Just a few years later, however, the Trump administration revoked such policy and drove it in an entirely new direction. At the state level, deadlocks between legislatures and governors can result in $0 funding support of universities, as is currently seen in Illinois. These are all things university administrators cannot control. However, by seeking to understand them - the quantum leaps, the paradigm shifts - they can more effectively respond to them. I believe a common problem is administrators seek to try and predict or control such things rather than simply striving to understand them. Another quote that really stood out to me from Manning's chapters (can you tell these were my favorite for this week??) was: "Quantum organizational theorists postulated that relationships form the core of reality in institutions. Organizations did not exist as entities separate from human behavior that operated on 'natural' laws determined from outside that system. Rather, humans and their relationships were the organization. . . Quantum-assuming organizational members understand that leaders and other personnel cannot be swapped out like machine parts. The absence of one person has a ripple effect on the entire system as relationships shift, change, and re-form" (Manning, 2013, p. 139). I think this is especially true at smaller institutions. Having come from a much smaller private school and being in the midst of a job search for employment at such institutions, I both see and value the interconnectedness of such organizations. Whereas I believe larger institutions can tend to be more focused and operate in "silos", professionals at small institutions need to depend on each other moreso. When I'm interviewing at small schools, I find myself speaking with faculty, with safety officers, business affairs officers, coaches, and more. At larger institutions, these people aren't as likely to be involved in such processes. Having such an interconnectedness presents both benefits and challenges, but for me, the benefits are amazing and the challenges are exciting.
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Kristin KreherMy happiness comes from meaningful interactions, the outdoors, thrift shops, and saying "thank you." Archives
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