The new science and organizational change

Rennie, Matthew L. (2003) The new science and organizational change. Master's Thesis, Department of Counseling and Family Therapy, Central Connecticut State University.

Abstract

In the opinion of many observers, higher educational institutions currently suffer from a "parallel silo" syndrome, in which academic affairs and student affairs co-exist, but tend not to interact. This situation can be problematic for colleges and universities. Lack of consistent communications between academic and student affairs can lead to institutional redundancies, inefficiencies, inhibited growth, and reduced competitiveness. For organizations to thrive, they should be integrated and have at least a general sense of unity, purpose, and vision. "It can truly be said that nothing happens until there is vision" (Senge, 1990, p. 149). If universities have no vision or purpose, it can be very difficult for them to progress due to lack of direction. If institutions were somewhat more integrated, then progress and change could be easier. The new science provides an explanation of change. In documenting the mechanisms for how change occurs, and how to implement it, it is proposed that holistic change is necessary and desirable for higher education.