Conflict is inevitable—it is the natural outcome of human interaction, the result of competing ideas or options. However, anger, grudges, hurt, and blame are not inevitable. Being disrespectful and uncivil is a conscious choice that causes inefficiency. Fortunately, not all conflict is negative. Positive conflict can improve problem solving, clarify issues, increase participant involvement and commitment, and result in a better decision or outcome. The key is managing conflict to bring about these positive effects.
Successful change initiatives are driven by leaders and their teams, not solely by an individual chancellor, president, or dean. In the higher education environment, the individuals at the helm work strategically to develop a bold vision for their institutions and then devise an inclusive pathway of collaboration to achieve that vision. As the frontline change agents, they seek ways to influence and reframe opinions about newly proposed strategies that address trends in student needs, financial shortfalls, academic excellence, student access, and expectations of accountability. However, it is through a shared-governance model that they are able to create buy-in for change initiatives from a complex array of campus constituents.
