Change Management: An International Journal

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External Adaptability of Higher Education Institutions: The Use of Diagnostic Interventions to Improve Agility


Affiliations
1 Saint James School of Medicine, United States
2 Human Synergistics International, United States
3 International Higher Education Teaching and Learning Association, United States
4 Sphere Advisors, Switzerland
     

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External Adaptability is an outcomes measure of organizational effectiveness reflecting proficiency levels in responding to external change. Many higher education institutions are interested in reshaping their goals to better meet the needs of a growing global market. To analyze External Adaptability, 52 higher education faculty and administrators from institutions in more than 16 countries were surveyed using the Human Synergistics International Organizational Effectiveness Inventory® (OEI®) Survey. Results revealed that External Adaptability scores fell below both the Historical Average (50th percentile) and the Constructive Benchmark. Subgroup analysis revealed that scores were below the Historical Average for faculty, administrators, males, females, and private- and public not-for-profits. By contrast, scores approached the Historical Average (50th percentile) in private for-profits, and exceeded the Constructive Benchmark in public for-profits. Trends for slightly higher scores were noted for administrators and males as compared to faculty and females respectively. To improve agility in higher education institutions, further diagnostic analysis of organizational decision making is warranted. The Performance Triangle diagnostic model is discussed and the use of the Agilityinsights Diagnostic™ Survey from Sphere Advisors AG is recommended. Attaining high External Adaptability is critical for the future of higher education.

Keywords

Organizational Culture, Organizational Effectiveness, Agility, Adaptability, Performance Triangle, Higher Education, Not-For-Profit, For-Profit, Management, Leadership.
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  • External Adaptability of Higher Education Institutions: The Use of Diagnostic Interventions to Improve Agility

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Authors

Rana Zeine
Saint James School of Medicine, United States
Cheryl A. Boglarsky
Human Synergistics International, United States
Patrick Blessinger
International Higher Education Teaching and Learning Association, United States
Lukas Michel
Sphere Advisors, Switzerland

Abstract


External Adaptability is an outcomes measure of organizational effectiveness reflecting proficiency levels in responding to external change. Many higher education institutions are interested in reshaping their goals to better meet the needs of a growing global market. To analyze External Adaptability, 52 higher education faculty and administrators from institutions in more than 16 countries were surveyed using the Human Synergistics International Organizational Effectiveness Inventory® (OEI®) Survey. Results revealed that External Adaptability scores fell below both the Historical Average (50th percentile) and the Constructive Benchmark. Subgroup analysis revealed that scores were below the Historical Average for faculty, administrators, males, females, and private- and public not-for-profits. By contrast, scores approached the Historical Average (50th percentile) in private for-profits, and exceeded the Constructive Benchmark in public for-profits. Trends for slightly higher scores were noted for administrators and males as compared to faculty and females respectively. To improve agility in higher education institutions, further diagnostic analysis of organizational decision making is warranted. The Performance Triangle diagnostic model is discussed and the use of the Agilityinsights Diagnostic™ Survey from Sphere Advisors AG is recommended. Attaining high External Adaptability is critical for the future of higher education.

Keywords


Organizational Culture, Organizational Effectiveness, Agility, Adaptability, Performance Triangle, Higher Education, Not-For-Profit, For-Profit, Management, Leadership.

References