https://padlet.com/managementanalysis/sdaww4jrjbmg What is the difference that makes a difference at Metro State when it comes to consultation and shared governance? en-us 2020-03-31 13:35:35 UTC 2022-04-11 20:13:54 UTC hello@padlet.com https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/487503226 In my experience general stakeholder engagement can take a lot of forms; but it is generally focused more on gathering advice and input, with the decision making consolidated with one person, like a president or senior team.  It can also take the form of a chartered task force who completes the leg work of analyzing options and providing a specific set of recommendations with a president or senior team considering and making the final decision.  Level and depth of engagement can vary.  Shared governance occurs in the gray space where leadership and staff both have high investment in an outcome.  It starts with exploration of the problem versus a solution, and the group determines how they will engage and how the final decision will get made.  In a mature shared governance structure there is usually an agreed upon path and approach.  ]]> 2020-04-01 19:09:36 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/487503226 https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/487517483 My experience with shared governance in a non academic setting is quite different. It is driven at a more local level with discussion and decisions residing more at the department/unit level. Managers and staff union members engage in shared problem solving at the local level, they routinely make decisions together and escalate up the chain when the scope is beyond their capacity to address. They have a fair amount of authority. It also entails senior leaders identifying problems and engaging their leaders who in turn engage the local staff in the problem and possible solution. One of my concerns is that we are focused on our interactions with the senior team. When generally the heart of shared governance has to be the the local leader and their approach to engaging their faculty. Deans are a critical asset in building a shared governance plan.]]> 2020-04-01 19:17:19 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/487517483 charlestedder https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/489645808 These can be seen as two different ways to make decisions - one in which the leader consults and then decides, the other in which at least two sides make the decision together]]> 2020-04-02 18:14:22 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/489645808 https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/489901858 It's possible to consult but still not share the decision-making process. I view shared governance as sharing the initial formulation of a problem or opportunity so that consultation doesn't appear to be window-dressing that's tacked on afterwards.]]> 2020-04-02 20:41:45 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/489901858 https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/489926272 "Consultation" through the M&C process is contractually required and does not have to be productive--it just has to be done. It can exist without trust, mutual understanding, or mutual commitment.  It's just formal. Shared governance is a process that is productive.  It is not contractually required, but is necessary to have a vibrant university with everyone working together.  I view "stakeholder engagement" as necessary but not sufficient; I view "shared governance" as sufficient, but not, strictly speaking, necessary.  Another way to think of it: stakeholder engagement is a minimum.  Proper shared governance is a maximum--an ideal to which we should work.]]> 2020-04-02 20:58:59 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/489926272 https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/490097723 2020-04-03 00:06:36 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/490097723 https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/492557922 Stakeholder engagement, to me, is a process which assures that all those who may be affected by a decision are consulted and their positions are heard and considered in the deliberative process. The final decision is made by a designated decision-maker (could be the board, the top executive, an executive team or a unit manager). To be effective the consultation process has to be one of inquiry and truly, deeply listening and thoughtfully considering the perspectives and impacts on all stakeholders. Because there are likely competing views and differential impacts, no decision can fully please every stakeholder but stakeholders will know their thoughts have been considered and, if possible, negative consequences to them will be mitigated in other ways. Shared governance is a form of stakeholder engagement and in my experience as a faculty member and administrator involves working through and studying issues together in a spirit of open inquiry. All involved in the process contribute ideas for solutions and work collaboratively together to determine the best solution. Again, in my experience, there always has to be a final decision-maker, who in the shared governance context, says, the team has examined this sufficiently, all views have been heard, the group can live with the proposed approach, so now let's mobilize the resources and take the steps necessary to mobilize. There is a consensus view but there always has to be someone who authorizes the implementation steps and shapes the communication to others.]]> 2020-04-04 16:12:36 UTC https://padlet.com/managementanalysis/sdaww4jrjbmg/wish/492557922