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Saturday, October 31, 2009: 3:15 PM
Liedtka and Whitten (1998) describe collaboration as “a process of joint decision making among interdependent parties, involving joint ownership of decisions and collective responsibility for outcomes”.
In 2005 two academic leaders recognised that change was necessary in their institutions. One was based in aUS research intensive university and the other in a UK based learning and teaching university. They met at the International Council of Nursing and found that an innovative method of educational delivery, simulation, could be a way in which they could collaborate to transform the educational offering to their students.
This presentation will look at the different perspectives, vision and skills each leader and each organisation brought to the collaboration. It will consider the use of authoritative leadership rather than positional leadership (Greenleaf 2002) and show through case studies how the collaborators introduced change into their organisations.
Method
Case studies of change management and leadership will be introduced. The strengths of each organisation will be showcased and the shared vision communicated.
Results
The opportunities that were seized upon to advance educational change will be considered and the results of that action discussed. The support offered to change agents will be reviewed and the challenges explored.
Conclusions
The collaborators will discuss whether a critical mass of educational innovators has been developed in their organisation and whether the “tipping point” has been achieved whereby simulation has become an accepted part of faculty life. The presenters will also discuss the need for trust between collaborators and how this was achieved. The need for demonstrable action to convince sceptics will be considered as will the power of validation of ideas from an external source. Finally the presenters will consider challenges for the future as the collaborators look to new strategic initiatives.
In 2005 two academic leaders recognised that change was necessary in their institutions. One was based in a
This presentation will look at the different perspectives, vision and skills each leader and each organisation brought to the collaboration. It will consider the use of authoritative leadership rather than positional leadership (Greenleaf 2002) and show through case studies how the collaborators introduced change into their organisations.
Method
Case studies of change management and leadership will be introduced. The strengths of each organisation will be showcased and the shared vision communicated.
Results
The opportunities that were seized upon to advance educational change will be considered and the results of that action discussed. The support offered to change agents will be reviewed and the challenges explored.
Conclusions
The collaborators will discuss whether a critical mass of educational innovators has been developed in their organisation and whether the “tipping point” has been achieved whereby simulation has become an accepted part of faculty life. The presenters will also discuss the need for trust between collaborators and how this was achieved. The need for demonstrable action to convince sceptics will be considered as will the power of validation of ideas from an external source. Finally the presenters will consider challenges for the future as the collaborators look to new strategic initiatives.