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Dealing with change within Student Affairs


Posted by Brian Gallagher on 14 Jun 2011 / 13 Comments



If you count the years that I was an undergraduate student, this June is the fifth June that I’ve been in a Student Affairs environment that has dealt with change.  This is also the fifth time I’ve been able to observe those around me handle (or not handle) the change.  I almost wish I could do a quick survey of professionals to find out which departments/divisions/institutions are not changing something about what they do between now and the fall.  Although, the assessment person in me would cringe at the thought of not changing — thus, not improving at least something!

Typically, what I’m referring to here might be staffing structures changing, new professionals coming in, professionals moving on from a certain institution, offices moving, offices merging, programs ceasing to exist, programs expanding, new policies. This is the change we’re talking about here.

I’m not as surprised when our students, student leaders, or student staff are concerned by the upheaval — this is part of the developmental stages they are going through as undergraduates (see any number of excellent published developmental theorists).  At my current institution, we have just hired a new director of my department and a new vice chancellor for student life.  In my (expert) opinion, both are great hires.  All of the pro-staff know that the exiting professionals are going (or have gone) to excellent positions – moving themselves ahead in outstanding opportunities.  However, from the perspective of someone who is not on the division listserv (namely an undergraduate student) they might not know or understand that whole process.

Last year, at this time our department was saying goodbye to an assistant director, filling her position with a new hire, and we did a restructure to add a new full time position.  All of the undergraduate staff members were confused and very anxious about who would be their supervisor.  What really blew my mind, however, was how some of the Graduate student staff members (yes, my peers) were dealing with these changes.  Lines like “Oh my gosh! What are we going to do without our current Assistant. Director???!?”  There were lots of little freak out moments.

It just amazes me how some professionals handle this change very well while others are completely baffled and overwhelmed.  I agree and can completely empathize that often change might lead to someone losing their job or a job change for the negative.  Perhaps my perspective on this will change next year when I’m a professional staff member.

For now, however, I see change as a good thing.  Rarely is it what I predicted.  I’m usually the one who asks “why” and wants to really understand what we’re doing.  But, even when I disagree with the change, I’m usually willing to roll with it or at least give it a try.

In interviews we ask candidates “How do you deal with change?”  Is this a good question to ask?

How do you see those around you dealing with change?   How do you handle change?  How might you handle change better or differently?

Brian Gallagher is a graduate assistant in Residence Life at Indiana University–Purdue University Indianapolis.

Written by Brian Gallagher


  • http://twitter.com/mdpistilli Matthew D. Pistilli

    Brian – great post. Wonderful thoughts.  My two cents…

    1. I hate the question “how do you deal with change?”  To me, dealing implies that you have a hand in dictating what the long-term impacts of the change(s) will be.  I much prefer the concept of “managing change.”  I can manage changes as they impact me, and I can manage me, and that’s all I can manage.  (I learned a long time ago from a wonderful mentor that I can only manage those things that are in my universe over which I have control.)

    2. Change is inevitable. It happens. And yet, people stress about the perception that their cheese is being moved. In some cases people get new supervisors, but that is an opportunity to help shape the environment somewhat by explaining what has been done and why they do/don’t care for it.  In other cases, new marching orders are issued – and our roles, generally, are to follow them (not blindly, but obediently, in my opinion).   In most cases, there’s a change in leadership… and people’s jobs continue to be largely the same (an RA still has residents to oversee, a hall director still has a community to nurture, etc.), even if how the work is done might change somewhat.

    Ultimately, we change, adapt, or move on.  We change ourselves to meet the changes brought to us, we adapt to the new policies/procedures/processes/people, or we find ways to move on to different opportunities that better meet our needs.

    Thanks for sharing your experiences with change. Keep seeing it as positive… because it largely is.

    mdp

  • http://twitter.com/mdpistilli Matthew D. Pistilli

    Brian – great post. Wonderful thoughts.  My two cents…

    1. I hate the question “how do you deal with change?”  To me, dealing implies that you have a hand in dictating what the long-term impacts of the change(s) will be.  I much prefer the concept of “managing change.”  I can manage changes as they impact me, and I can manage me, and that’s all I can manage.  (I learned a long time ago from a wonderful mentor that I can only manage those things that are in my universe over which I have control.)

    2. Change is inevitable. It happens. And yet, people stress about the perception that their cheese is being moved. In some cases people get new supervisors, but that is an opportunity to help shape the environment somewhat by explaining what has been done and why they do/don’t care for it.  In other cases, new marching orders are issued – and our roles, generally, are to follow them (not blindly, but obediently, in my opinion).   In most cases, there’s a change in leadership… and people’s jobs continue to be largely the same (an RA still has residents to oversee, a hall director still has a community to nurture, etc.), even if how the work is done might change somewhat.

    Ultimately, we change, adapt, or move on.  We change ourselves to meet the changes brought to us, we adapt to the new policies/procedures/processes/people, or we find ways to move on to different opportunities that better meet our needs.

    Thanks for sharing your experiences with change. Keep seeing it as positive… because it largely is.

    mdp

  • http://twitter.com/mdpistilli Matthew D. Pistilli

    Brian – great post. Wonderful thoughts.  My two cents…

    1. I hate the question “how do you deal with change?”  To me, dealing implies that you have a hand in dictating what the long-term impacts of the change(s) will be.  I much prefer the concept of “managing change.”  I can manage changes as they impact me, and I can manage me, and that’s all I can manage.  (I learned a long time ago from a wonderful mentor that I can only manage those things that are in my universe over which I have control.)

    2. Change is inevitable. It happens. And yet, people stress about the perception that their cheese is being moved. In some cases people get new supervisors, but that is an opportunity to help shape the environment somewhat by explaining what has been done and why they do/don’t care for it.  In other cases, new marching orders are issued – and our roles, generally, are to follow them (not blindly, but obediently, in my opinion).   In most cases, there’s a change in leadership… and people’s jobs continue to be largely the same (an RA still has residents to oversee, a hall director still has a community to nurture, etc.), even if how the work is done might change somewhat.

    Ultimately, we change, adapt, or move on.  We change ourselves to meet the changes brought to us, we adapt to the new policies/procedures/processes/people, or we find ways to move on to different opportunities that better meet our needs.

    Thanks for sharing your experiences with change. Keep seeing it as positive… because it largely is.

    mdp

  • http://about.me/e_nunn @E_Nunn

    Nice post, Brian.  I feel like I got a crash course in change in my first 3 years as a professional- departures, arrivals (or delayed arrivals due to hiring freeze), organizational restructure after layoffs, and then personally making a decision to move functional areas. I think one thing I would “change” about the way I handled things was instead of just not paying attention to the gossip would be to actually say something to help curb it. It really doesn’t help ease anyone to contemplate who might get laid off, who is leaving and why, etc. 

  • http://about.me/e_nunn @E_Nunn

    Nice post, Brian.  I feel like I got a crash course in change in my first 3 years as a professional- departures, arrivals (or delayed arrivals due to hiring freeze), organizational restructure after layoffs, and then personally making a decision to move functional areas. I think one thing I would “change” about the way I handled things was instead of just not paying attention to the gossip would be to actually say something to help curb it. It really doesn’t help ease anyone to contemplate who might get laid off, who is leaving and why, etc. 

  • http://about.me/e_nunn @E_Nunn

    Nice post, Brian.  I feel like I got a crash course in change in my first 3 years as a professional- departures, arrivals (or delayed arrivals due to hiring freeze), organizational restructure after layoffs, and then personally making a decision to move functional areas. I think one thing I would “change” about the way I handled things was instead of just not paying attention to the gossip would be to actually say something to help curb it. It really doesn’t help ease anyone to contemplate who might get laid off, who is leaving and why, etc. 

  • Anonymous

    I’ve been an advocate of, instead of interviewing them, running candidates through a series of drills designed to test their ability to deal with situations.  

    No, I’m not kidding.

    • http://www.redroverhq.com tomkrieglstein

      I second this…

    • http://www.facebook.com/mikal.kenfield Mikal Kenfield

      I often joke that we should included “feats of strength and agility” in the interview schedule …

  • http://www.facebook.com/mikal.kenfield Mikal Kenfield

    I think that interviews, in general, tend to be such an artificial experience — but short of asking the candidate to simply do the job for a few weeks while they are evaluated I’m not sure how else to learn about a candidate.  :)

    In terms of a specific interview question related to change, I enjoy the more experiential “Tell me about a time you experienced a change in your working environment — what was that like for you? How did you react?” — or something along those lines. 

    Ah, student affairs … there’s always change in the air. 

  • Ash Nickelsen

    Brian, this is a great post.  I was actually reflecting on all the current change that is occurring in my graduate institution, so this article was very helpful.

    How do you deal with change, and how do you help the staff that you supervise deal with change?

  • http://twitter.com/mickeyfitch Mickey Fitch

    Great post, Brian.  

    I’d recommend some great reading to everyone out there.  The book Switch by Chip and Dan Heath….excellent book talking about creating pathways and mindsets to work through change.  I led a reading group of this in my division, and now we are doing a (re)reading group of it with our hall manager/asst hall manager staff this summer.

    http://www.heathbrothers.com/switch/

    You can read the first chapter there or download a sample for Kindle. 

    Incredible book, stories, real-life examples to apply to residence life and student affairs as a whole.

    Regarding your interview questions: someones ability to handle change with grace and efficiency is very important to me.  As someone who’s been “the new gal” for the last year, and has been both a change agent and change “receiver” in this role and past ones, we need to do our best to help guide change as well as experience it.  So, yeah, I want to know how everyone around me (above, below, around) handle change.  I want to know that just as much as I want to know how eager you are to learn and grow.  The rest we can be taught.

  • Greg Denon

    Fo me, navigating ambiguity, not just change, is a key skill.

    In interviews, I like to ask questions such as…”Tell me about a time when you faced an ambiguous sitiation.” “Describe a time when things did not go as planned. What was your reaction?” “Describe a tme when you had an unclear project or task. How did you approach that project?”

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