Change management in higher education: Why is it so hard?

No matter the sector, change is important. Every single business and institution will have to deal with change. Getting proactive about change and knowing how to navigate change is the secret to keeping everyone engaged, productive and content without causing too much disturbance. 

While periods of transition are necessary to improve and excel, that’s not to say that it’s always enjoyable. It’s also worth noting that certain sectors are more amenable to change than others. One sector that seems to struggle with implementing and sustaining meaningful change is that of higher education.  

Let’s explore the topic of change management in higher education – we’ll cover key roadblocks to change and discuss practical tips for leaders seeking to navigate change. 

Looking to implement meaningful change in the right way? Get in touch for a change management survey 

The unique challenges of change management in higher education 

Change management in higher education is a unique challenge for a number of reasons, some of which we’ll explore below. Unlike corporate environments, HEIs are steeped in tradition, with deeply ingrained cultures and complex governance structures. When discussing this topic, we can point to our own benchmark data, collected from nearly 80 HEIs, which reflects that only 40% of employees within  HE feels any action will be taken following an employee survey. This likely reflects the reality that change in the sector is difficult and infrequent. 

Here are some reasons why change is especially difficult in this sector:

1. Resistance to change

Resistance to change is a natural human response, but it is particularly pronounced in higher education. Academic institutions are built on long-standing traditions and practices, sometimes making faculty and staff more resistant to altering established routines. Employees within HE generally become extremely attached to their place of work, and change may feel like a threat to what they know and love. Our data shows 89% of HE employees care about the future of their institution – they simply want to preserve what’s great about their workplace. 

Academic culture also highly values autonomy and academic freedom, which can conflict with top-down change initiatives – so any change that happens should be as the result of collaborative thoughts and ideas.

2. Bureaucratic structures

HEIs often have intricate and slow-moving bureaucratic structures. Decision-making processes can be lengthy, with multiple layers of approval required. This bureaucracy can stifle innovation and delay the implementation of necessary changes.

3. Diverse stakeholder interests

Universities serve a wide range of stakeholders, including students, faculty, staff, alumni and government bodies. Balancing these diverse interests can make it challenging to find agreement when it comes to the direction and nature of change. Each group is likely to have varying priorities and concerns, complicating the change management process.

4. Financial constraints

Financial pressures are a significant barrier to change in higher education. With limited budgets and reliance on government funding, many institutions are naturally risk averse. They may be hesitant to invest in new initiatives without guaranteed returns – and of course, while change can be prompted by strong data, there are never any guarantees when it comes to change management. 

Related: How is HR handling employee engagement in higher education?

The psychology of change 

Understanding the psychology behind resistance to change can provide valuable insights for higher education leaders. People naturally fear the unknown and prefer the comfort of familiar routines. Cognitive biases, such as loss aversion and the status quo bias, further strengthen resistance to change. 

Loss aversion 

We’ve all encountered this feeling before. Sometimes, we’d rather avoid losing something, even if it means we might get something in return.  In the context of higher education, faculty and staff may fear losing established roles, responsibilities or status within the institution. 

Status quo bias 

This bias simply describes the preference for things to remain the same. In higher education, this bias can be particularly strong, as academic traditions and practices are deeply rooted in the institution’s identity. 

Read further: Leading successful change in higher education 

Overcoming roadblocks to change in higher education 

Despite all these challenges, successful, meaningful change is possible in higher education. It’s just that the right change management practices need to be put in place.  

Here are some strategies to facilitate change and foster a culture of innovation:

1. Engage stakeholders early and often

Effective communication is crucial for overcoming resistance. Involving stakeholders in the change process from the outset can help address concerns and build buy-in. Regular updates and open forums for discussion can ensure that everyone feels heard and valued. For more information on this, check out our guide on supporting employees through workplace change. 

2. Foster a culture of continuous improvement

Encouraging a mindset of continuous improvement can help shift the institutional culture towards embracing change. Highlighting small, incremental successes can build momentum and demonstrate the benefits of new initiatives.

Related: Check out the five biggest workplace challenges facing academics in HE, according to our data

3. Provide adequate training and support

Investing in professional development and training can ease the transition for faculty and staff. Providing the necessary resources and support can reduce anxiety and increase confidence in adopting new practices.

4. Emphasise the benefits of change

Communicating the positive outcomes of change can help mitigate fears and resistance. Highlighting how changes will improve the institution’s competitive edge, enhance student outcomes or streamline operations can make the case for why change is necessary.

5. Leverage data and insights

Using data-driven insights to guide decision-making can make the change process more transparent and objective. Organisations like People Insight work with over 75 higher education institutions, including Russell Group and pre- and post-1992 institutions, to survey employees, gather data, and implement meaningful change. By leveraging these insights, HEIs can identify pain points and tailor their change strategies effectively. 

Change management in higher education is undoubtedly challenging, but it’s far from impossible. By understanding the unique barriers to change and employing targeted strategies to address them, HE leaders can navigate these challenges and create a culture that embraces transition. 

For more information on how higher education staff surveys can bring about meaningful, lasting change, get in touch with our friendly team today. You might also want to look at our report, in association with UCEA, discussing what it’s really like to work in HE.