ABSTRACT
A large number of change efforts fail, yet change is critical to organizational effectiveness, and particularly in the context of anticipating future threats and opportunities. Although higher education at times seems impervious to change, it is subject to shifting landscapes, similar to other organizations. These include democratizing higher education by expanding access, supporting new populations of learners, and preparing graduates for jobs that did not exist in the past. Higher education leaders must be skilled in change management to address these and other current issues. This chapter examines commonly used change models, specifically Lewin's model of change, Kotter and Cohen's eight steps, and Bolman and Deal's reframing. It discusses similarities across the models and their strengths and weaknesses. It applies Kotter and Cohen's model to a change scenario to examine what was done well and what was not. It then examines the same change scenario through Bolman and Deal's reframing approach and draws conclusions about the value of the models for higher education leaders.
