Some people will never agree. They are polarized in their thoughts and think the system/government/administration/etc. is bad, destroying education, killing liberal arts, working to eliminate their job because they make too much, etc. Don’t waste your energy arguing with them. We have a problem in higher ed. We like to make everyone happy and a single dissenter can sink a project. You already know this, but it is important to remember.
The nature of higher ed tends to lead to a consensus model of decision-making. Who supports the idea, who can go along with it (perhaps with a little flexibility or modification), who really doesn’t care, and who has a problem that can be clearly articulated? The effort then becomes getting the people who can articulate a problem to move into the group of folks who can go along with it. There is a fifth group, those who hate everything. So be it. If they cannot clearly articulate their objection, their opinion is not valuable. Once the group, minus the haters, can either go with it or don’t care, the matter moves forward.
So then, how do you get people to come along. The story is everything.
The story starts with the problem. What is it? How do you frame/describe it? Describe it in a people-focused narrative. For security, I have found it pretty easy. Even the worst nay-sayers don’t want to be the one to push the button that encrypts the data for ransom.
The second step is to set the scope. This is where so many projects fail. We cannot fix everything. Stick to a single issue. Spin up multiple projects if you must. Bundle some if you can. Your success depends on it. Always consider success when setting scope. If you see a roadblock and can keep it out of scope, do it.
Then move on to a very thorough examination of what solutions are already in place. This becomes a critical part of your story and a place where people can, and should, provide input. Of course, it can raise issues. Everyone thinks their solution is the best (or at least they want their leadership to think they made a good choice), but you can weave that into your story.
Next, scan the marketplace. What other options exist beyond the solutions in place? Many times, the solutions in place are dated or limited in scope. Where is the industry going? How is the problem changing? How do these external solutions solve the problem in unique ways?
A word of warning here. Don’t get caught up in vendor sales or consulting jargon. Vendors and organizations such as Gartner provide great resources, but are only be a source of information, never part of the story. One of the biggest downfalls is when administrators spout off knowledge from external sources without properly understanding the resources within our own system. We have some of the very best minds in the world. Folks at Gartner and Microsoft learned their techniques in our institutions. We collectively have thousands of minds focused on technology and institutional problem solving. Collectively, we really do know best. We need to demonstrate that we value that and show how we leverage it.
Before you start writing, make sure to develop a solid understanding of each institution’s situation and culture. Know as much as you can about budgets, enrollment trends, leadership style at the C-level, etc. This is important as you build the story.
Then begin to weave your story. Start by framing the problem in a narrative fashion. Not only defining the problem, but why do we care in people terms. Discuss the selected solution and how it solves the problem, not just today, but in the future. Talk about the technology in general terms with links to technical specifications for those who care.
Create a couple of tales from your knowledge of the institutions to show how this works with at the college or department with the tightest budget, the one with the oldest hardware, the one with the most recent fancy gear with two years left on their contract, etc. Show that you care about them and have compassion for their current situation and are ready to help.
Discuss how you intend to facilitate success. How will this be supported? Not just funding, but shared services, knowledge groups, third-party support, technical teams, knowledge bases, etc. Make sure institutions can see that you are committed to success.
Show that you are not letting perfection get in the way of good enough. Make sure your story shows how you compromised to accommodate specific situations. If it makes sense, 50% may be good enough for now. You can always move the needle a little more later. This one is probably the toughest for some people. They want the project to “solve” the problem, not just make it better. Incremental improvement is almost always the best path because it is the easiest to swallow and builds momentum in the best direction.
Paint the picture of what success looks like. Throw in a number or two but don’t dwell on metrics. How does this help faculty teach? How does it help admissions recruit and retain students? How does it help calm parent’s/legislator’s/ leadership concerns about data privacy and security? How are we protecting our resources? How does this minimize burden?
The story should always be something like:
System Administration facilitated a project to determine the best method to solving problem “A”. We examined the ways our campuses have historically address the issue and scanned the marketplace for new solutions. Together we determined solution “B” was the best fit. For institutions in situation “Q” it helps by this, for folks in situation “R” it does this, even for schools in situation “S” the solution provides benefit by doing this.
System administration will work with campuses to ensure success through initiatives including “L”, “M”, and “N”.
We also recognize and acknowledge the unique situations our institutions are in by phasing in the solution in this manner to best meet the needs of the individual institutions while addressing problem as a system. Examples…
We understand that it is impossible to eliminate problem “A”, but this improves our posture as a system and creates an environment that will allow a cycle of continuous improvement. In the end, we can all sleep better knowing…
The story should never be “we know best”, “we just need to do it”, etc. You simply cannot “pressurize” the institutions into doing the right thing. Even thinking you know the right thing in presumptuous. What you can do is create vision, build momentum, create consensus, leverage expertise and institutional resources, solve problems, and help institutions deliver their core mission more effectively.
As educational leaders, we all have an opportunity to improve lives. That is why we do this. Tell the story.