Beyond the Right to Fail: A Qualitative Analysis of the Change Management Process at Guilford College (2004-2011)

Higher education institutions are uniquely complex organizations that must find ways to adapt to changing market conditions. Colleges that seek to effect organizational change successfully do so with a keen eye toward staying true to their mission and values and binding that change effort to core institutional values and practices. Using qualitative research techniques, this study observed the change management process surrounding disability support services at a liberal arts college with an unusually high number of students receiving those services. Drawing on for profit management theory for a lens to understand the dynamic of effecting meaningful change, the study applies John Kotter\u27s eight stage organizational change framework to an information-rich and robust case. In the final analysis, the study concludes that while the process is not complete significant change was realized at Guilford College over the study period. The study demonstrates that successful change management efforts require three things: the right people leading the change effort; a strong connection to core institutional values; and, a consistent process that fosters the right conditions to allow for change to embed within institutional culture. The case provides useful lessons for institutions struggling to cope with changing market conditions while staying true to their core values