Dynas&c  Cycle:  A  Resource  Alloca&on  theme   for  Addressing  Dissent  in  universi&es   Raafat  Zaini,  Khalid  Saeed,  Oleg  Pavlov,  Michael  Elmes    

Worcester  Polytechnic  Ins&tute   28th  System  Dynamics  Colloquium  @WPI   23  May  2014  

Content   •  •  •  •  •  •  • 

Mo&va&on   Background   Goals  and  prospectus   Modeling     Policy  Experiments   Conclusion     Suggested  future  work   1  

Research   Universi&es   Strategy   issues   (HE)  

 

July   2011  

R&D  Org.   (Projects   Dynamics   view)   Qualifier     (Dynas&c   May   cycle,   2012   Professional   competence   models)  

4/2/2013  

Nov.   2012  

Dissent     in   Organiza&ons     May  –  Dec  2012   Nov.  2013  

Compare   with  other   Research   universi&es   15  April   2013  

Project   with   MIT  

June   2013  

Innova&on   sustainability   in  R&D   organiza&ons  

Compare   with   other   succ  .   univ.  

4/5/13  

Strategies   for   April   University  2012   Growth   (HE)  

opera&onal   variables  to   create  the   issue   reference   mode  

23April  2013  

My  “Search  for  Research”  Story  ..  So  far  

Empirical   Case  of  a   technical   organiza&on  

Interna&onal  

(HE)  

March 2013  

US  

organiza&on  

February   2013  

2  

News Headlines Higher  ed  budgets  up  in   admin  category   By  Jon  Marcus   Telegram.com,  May  19,  2013    

New  Suffolk  U.  policy  allows   firing  of  tenured  profs   By  Keith  Bumon     Educa&onDive.com,  APRIL  29,  2014    

College  administrator  says   he  faked  test  scores  to   boost  ra&ng   Educa&on  Dive   By  Daniel  Shumski  February  18,   2014  |  

UC  OKs  paying  surgeon  $10   million  in  whistleblower-­‐ retalia&on  case     By  Chad  Terhune     la&mes.com     April  22,  2014    

The  danger  of  corporate  thinking  in  higher   educa&on     By  Kimmo  Alajoutsijärvi   FT.com,  April  27  2014  

Regents  pass  social   media  policy  in  wake  of   Guth  tweet,     Lawrence  Journal  World,     December  18  2013  

Establishing  a  Lean  Six   Sigma  in  Higher   Educa&on  

By  Carsten  Svensson,  Mohamed   Ba-­‐Essa,  and  Majed  Bakhsh  First   Interna&onal  Conference  on  LSS   for  Higher  Educa&on  

AAUP  Leaders  Face  Backlash   Over  Unioniza&on  Emphasis   By  Peter  Schmidt   Chronicle.com,  February  26,  2014  

3  

In  the  literature   •  (Rosovsky,  Henry.  1990):     –  Faculty  governance  as  a  principled  form  of  dissent   –  Tenure    protec&ng  academic  freedom.  

•  (Hodgkinson,  Harold  L.,  &  Meeth,  L.  R.,1976):   –  Issues  with  Faculty  governance.  

•  (Bok,  2013):   –  Pressure  on  universi&es   –   Focus  on  growth,  corpora&za&on,  and  limits  on  voice  

•  (Jain,  Ravi,  Triandis,  Harry  C,  &  Weick,  Cynthia  W.  ,2010):     –  Faculty  and  university  performance  

•  (Christensen,  Clayton  M.,  &  Eyring,  Henry  J.  ,  2011):   –  Growth  and  the  need  for  management  professionals  in  higher  educa&ons.   4  

Why  dissent  in  universi&es?   •  Hard  wired  for  dissent   •  Going  through  change     •  Change  could  impact  voice  expression   •  Impact  on  performance?    

5  

Dissent   •  Any  form  of  expressing  :   –  Discontent  with  a  management  constraint  or   expecta&ons  not  met(Kassing,  2011)   –  Differences  in  opinion,  percep&ons,  goals,  and   beliefs  about  certain  issues  in  the  organiza&on   (Perlow  &  Repenning,  2009)  

6  

Dissent  in  Organiza&ons   • 

(Kassing  ,  1997-­‐2013):  

–  Dissent  is  ever  present  in  organiza&ons     –  Dissent  accumula&on    and  the  effect  of  residual  dissent  is  not  yet  explored.   –  Repe&&ve  upward  dissent  can  stretch  over  &me.    

• 

(  Hegstrom,1995;  Perry  et  al.  ,1994):  

• 

(Graham,  1986,  p.  3):  

–   Organiza&ons  may  vary  in  their  tolerance  to  dissent     –  The  acid  test  of  an  organiza&onal  communica&on  system  is  its  reac&on  to  those  who  dissent     –  Scholars  placed  it  as  an  internal  tool  for  "regula&ng  the  quality  of  organiza&onal  performance"      

• 

(Tourish,  2005):  

–  Too  much  dissent  could  be  debilita&ng    

• 

(Cheney,  1995;  Stohl  and  Cheney,  2001):        

–  The  democra&c  processes  to  handle  dissent  takes  &me  and  pa&ence  

7  

Dissent  expression   þ   Upward  dissent   þ   Latent  dissent   ¨   Displaced  dissent  “Whistle  blowing”  

8  

Dissent  implica&ons   (Kassing,  2011)   •  High  tolerance  -­‐>  Overloaded   •  Reasonable  tolerance  -­‐>  Op&mal   •  Low  tolerance  -­‐>  Underrepresented  

9  

Research  Ques&ons   •  •  •  •  •  • 

Are  these  states  eternal?   How  would  they  change?   Does  dissent  tolerance  change?  How?   How  dissent  is  generated  and  managed?     How  dissent  accumulates?   What  is  the  impact  of  its  accumula&on?  

10  

Aggregate  dynamic  hypothesis   Organiza&onal   Composi&on  

Organiza&onal   Communica&on  climate  

Organiza&onal   Performance   11  

Research  goals   •  Understanding  how  universi&es  could  evolve  over  &me  from   the  dissent  perspec&ve  using  system  dynamics  methodology     By       •  Exploring  the  dynamic  interac&on  of:   –  organiza&onal  communica&on  climate   –  organiza&on  composi&on     –  performance    

       

12  

Research  prospectus   •  Construct  a  dissent  expression  framework  from  the   organiza&onal  communica&on  literature     •  U&lize  the  Dynas&c  Cycle  generic  structure  to  represent  the  organiza&onal   composi&on  and  performance     •  Build  a  generic  frame  work  for  dissent  in  universi&es  using   system  dynamics     •  Produce  a  numerical  dynamic  simula&on  under  different  possible  policy   scenarios     •  Suggest  policy  interven&ons  

13  

Research  contribu&on   •  Contribu&on  to  the  literature:     –    –    –    –   

Organiza&onal  behavior   Organiza&onal  communica&on  /dissent  literature   Higher  Educa&on  Management   System  Dynamics  applica&on  in  organiza&ons  

14  

Modeling   •  Conceptualiza&on:   –  Dissent  expression   –  Organiza&onal  composi&on    

•  Model  Building  

15  

Dissent  Expression  

16  

Dissent  Expression  

17  

Dissent  Expression  

18  

Dissent  Expression  

19  

Dissent  Expression  

20  

Dissent  Expression  

21  

Dynas&c  Cycle  

Dynas&c  cycle:  a  generic  structure  describing  resource  alloca&on  in   poli&cal  economies,  markets  and  firms,  Source:  (Saeed  and  Pavlov  2008)  

22  

Performance  indices  

State  space  representa&on  for  the  performance  indices  in  a  poli&cal   system  ,  source:  (Saeed,  Pavlov,  Skorinko,  &  Smith,  2014)    

23  

Organiza&onal  composi&on  

Organiza&onal     composi&on     Administrators  

•  Exercise  control  to   maintain  order   •  Handle  dissent   •  Encourage  DF  to   become  EF   •  Load  EF    with  admin   roles  

Engaged  Faculty   •  Produce  useful  tangible/ intangible  output   •  Exercise  upward  dissent   •  Could  move  to  DF  when   ignored  or  dismissed  

Disengaged  Faculty   •  May  produce  at   substandard     •  Exercise  latent  dissent   •  Distrac&on   •  Could  become  EF  if  given   a  chance   24  

Dissent  Expression  

25  

Dissent  Expression  

Org.  composi&on  

26  

27  

28  

Organiza&onal   climate    

Organiza&onal     composi&on  

 

29  

Organiza&onal  Composi&on  Indicators   Admin  

Administra&on   Influence    

Engaged   Faculty  

Engaged   Faculty   Influence  

Disengaged   Faculty  

Disengaged   Faculty   Influence  

30  

31  

32  

33  

34  

35  

Organiza&onal   climate     Pcvd.  mgmt.  resp.=PD/(UD+DD+ID+LD)  

Organiza&onal     composi&on    

Organiza
   

Organiza&onal   performance    

36  

Performance  Matrix  

37  

Performance  Matrix   Overloaded  

Op&mal  !  

Underrepresented  

38  

Model  Simula&on   •  Ini&aliza&on  in  equilibrium   •  Growth  scenarios:   –  Infuse  each  popula&on  independently   –  To  understand  the  basic  dynamics  

•  Change  in  capabili&es   –  Both  single  and  combined  capabili&es   –  To  find  interven&on  polices  

39  

Policy Experiments" percei…iveness v. orgniz…uctivity: 1 - 2 - 3 -

I.  Growth scenarios increase each population by (+20%)  

Perceived  Management  Responsiveness  

2.00

 

1.00

II

 

 

Add   Disengaged   faculty  

Add  administrators

I

 

 

 

Add  Engaged   Faculty    

0.00 0.00

IV 1.00 orgnizational productivity

Organiza&onal  Produc&vity  

III 2.00 40  

Policy Experiments" percei…iveness v. orgniz…uctivity: 1 - 2 - 3 - 4 -

Perceived  Management  Responsiveness  

II. Changes in capabilities ( + 20%)   2.00

Increase  Engaged   Faculty   produc&vity  &   processing   dissent

Increase   processing   dissent

 

 

I

II

1.00

Increase  

Increase   tolerance  to   dissent

Engaged   Faculty   produc&vity

 

 

IV

0.00 0.00

1.00 orgnizational productivity Organiza&onal   Produc&vity  

III 2.00

41  

Policy Experiments" percei…iveness v. orgniz…uctivity: 1 - 2 - 3 - 4 -

Perceived  Management  Responsiveness  

II. Changes in capabilities ( + 20%)   2.00

Increase  Engaged   Faculty   produc&vity  &   processing   dissent

Overloaded   Increase   processing   dissent

 

 

I

II

1.00

Increase  

Increase   tolerance  to   dissent

Engaged   Faculty   produc&vity

 

 

Underrepresented  

IV

0.00 0.00

Op&mal  !  

1.00 orgnizational productivity Organiza&onal   Produc&vity  

III 2.00

42  

Perceived  Management  Responsiveness  

III. Changes in multiple capabilities ( ± 20%)   percei…iveness v. orgniz…uctivity:

1-2-3-4-5-

Op&mum  space  

2.00

`

Page 2

Policy Experiments"

1.00

0.00 -0.70

II

I

IV

III

1.00 orgnizational productivity Organiza&onal   Produc&vity  

2.70 43  

Summary of policies for changing in multiple organizational capabilities Simulation (figure)

Combined policies

Policy instrument

Change

(curve)

(value)

Increase UD productivity + dissent processing (curve 1)

+20%

Organizational productivity

Perceived management responsiveness (quadrant)

(quadrant) 1

1

(0.06,0.6) 1 + increase dissent tolerance (curve 2)

+20% (0.3)

1

1

1+ decrease dissent tolerance (curve 3)

+20% (0.2)

1

1

2+ decrease dissent per dissenter (curve 4)

-20% (0.08)

1

1

3 + decrease dissent per dissenter (curve 5)

-20% (0.08)

1

1

44  

Conclusion   • 

Successful  construc&on  of  a  generic  model  by  combining  two  theore&cal   frameworks  (  Dynas&c  cycle  and  dissent  expression)    

• 

Organiza&onal  composi&on,  climate,  and  performance  are  dynamic   phenomena  that  change  over  the  organiza&on  life  at  different  rates  and   through  different  paths  

• 

State  space  representa&on  offers  a  canvas  for  exploring  dissent   implica&ons  under  different  policy  scenarios  

• 

Dissent  accumula&on  and  deple&on  influence  evolu&on  paths  that  pass   through  mul&ple  states  

• 

The  immediate  performance  improvements  from  growth  might  not  be   sustainable  

• 

A  dissent  tolerant  environment  is  hard  to  support  when  not  reinforced  by   improvements  in  other  capabili&es  including  dissent  processing  and   produc&vity  

 

45  

Future  work   • 

Support  the  theore&cal  findings  by  empirical  cases  for  higher  educa&on   ins&tu&ons  

• 

Expanding  the  model  boundary  to  allow  hiring  and  amri&on  would     extend  the  feed  back  and  indigenize  growth  and  decline  of  the   popula&ons  

• 

The  above  would  enable  including  the  role  of  displaced  dissent  and  the   choice  to  exit  the  ins&tu&on  which  might  provide  a  more  richer  view  to   the  issue  

46  

Ques&ons,  comments!!   Thank  you.  

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