CONCLUSION 131 • The bulk of the work for reorganization will be structural in nature, but the political frame will also require a significant amount of attention. The polit- ical work will be more difficult and time consuming for a dean new to the institution to successfully navigate. • Communicate, communicate, communicate! Communicate up to the pro- vost, communicate down through chairs, faculty, and staff, communicate with students, and communicate outside to alumni and other appropriate stakeholders. The responsibility for effective communication rests on you as dean. Stakeholders want to hear directly from the driver of this change pro- cess. Delegating the communication of such efforts to others is done at your own risk. • Ensure that a trusting relationship is in place with the provost, and if the stability of the provost is in question (e.g., poor relationship with president, likely looking for other opportunities), make sure a trusting relationship with the president is also in place. If the provost “changes their mind” while a dean is trying to implement change, the political fallout can be devastating politically. If the provost departs in the run-up to reorganization, having an unknown provost enter the process introduces uncertainty. The reorganiza- tion can be workable, however, if you have gained the support of the faculty. ~ ~ ~ ~ ~ Our goal with this book has been to add a few new items to your administrative toolkit. This book offers current examples of organizational change—yet higher education continues to evolve, and new drivers for change and options for reor- ganization arise every day. Decanal colleagues at other institutions remain one of your best resources for current information, guidance, and commiseration. Remember to network with colleagues regularly for current and contextualized information as you make plans to improve the effectiveness of your college. We wish you the best of success with changes you embark upon for the betterment of your college.