62 ORGANIZING ACADEMIC COLLEGES: A GUIDE FOR DEANS TABLE 4.2 Questions Through the Four Frames STRUCTURAL • In what situations do I have the authority to make independent decisions and when are my decisions dependent upon others? • Do the proposed changes actually address the causes of the identified problem? • Have you assessed financial implications of your proposed change, both short and long term? • Are you following relevant policies and procedures in the college/university/ system for making the changes? • If the change you are considering involves moving faculty lines or changing job descriptions, what are the pertinent policies and contracts? • Have you considered space allocation and prioritizing continuous space in your decision (e.g., proximity of programs falling under one department chair, where will a new center or service office be located)? POLITICAL • Have you identified the nature or reason for the existing conflict in units in order to craft appropriate solutions? • Have you brought the right people together to collaboratively develop a change that fits the identified challenges? • Do you regularly brainstorm options with a trusted group who you can rely on for candid, insightful feedback? • Have you clarified the need for change with constituents and received feedback? • Is your proposed change backed by data to buttress your arguments (e.g., peer comparisons, financial ramifications)? • Is your rationale for change overly based on your own avoidance of conflict (e.g., allow a nettlesome department to move to another college just so you don’t have to manage it)? • Have you taken the time to assess the power dynamic in the college? • Have you vetted your proposed changes up and down the line? • Have you appropriately involved the provost along the way? • Have you ensured sufficient buy-in among key faculty leaders and committees in the college? • Have you achieved sufficient understanding by key external stakeholders (e.g., influential alumni/friends of the college) so that they do not become advocates against change with the provost, president, or the university’s governing board? • Have you advertised your change in the context of the larger vision for the college or its impact? • Are any institutional dynamics at play that will affect the chances of your proposed change being accepted (frequent turnover in the dean’s position; pressure from the president to grow enrollments)? • If an externally imposed change is planned, are you aware how your actions and reactions will be perceived by the provost and other constituencies? • What are your plans to continue to encourage harmony after the change has been implemented?