4 Ways University Leaders Tackle Huge Disruption

Trying to navigate an environment where massive disruption and unprecedented change is the norm presents a challenge for business leaders everywhere.

Social-purpose , multi-stakeholder organizations like post-secondary institutions, hospitals, governments and NGOs are particularly affected.

The practice of "sense-making" - making sense of the situations people find themselves in, in the words of organizational theorist Karl Weick - offers an innovative and timely framework that can help social-purpose leaders address complexity.

Senior post-secondary leaders study

Management experts have described sense-making as the key skill needed in an age of disruption . This has been confirmed through my research while completing a master's degree in change leadership .

I interviewed more than two dozen senior leaders in complex organizations in Canada, the United Kingdom, Australia and New Zealand - the majority of whom were in the post-secondary sector. I found the leaders I interviewed were intuitively using elements from Weick's organizational sense-making framework.

As one leader shared:

"The first thing you need to do is to recognize that it's your role to help the rest of your community make sense of what's happening around you. It's something that I take very seriously."

Deborah Ancona, professor of management at MIT, says:

"Sense-making is most often needed when our understanding of the world becomes unintelligible in some way. This occurs when the environment is changing rapidly, presenting us with surprises for which we are unprepared or confronting us with adaptive, rather than technical problems to solve."

Leading in 'age of outrage'

Social-purpose organizations face common issues such as a lack of funding, system fragmentation, competing stakeholders, new entrants and the challenges of emerging technologies.

They are also at the centre of what business and public policy professor Karthik Ramana describes as "the age of outrage," reflected in heightened polarization. Against this backdrop, it's increasingly challenging to attract and retain leaders .

I heard from leaders who felt they didn't have the proper training for the job or support once they started their roles. In part, this is because few of them, including those involved in their hiring, seem to realize the actual messiness inherent within their organizations.

This brings to mind the parable that writer David Foster Wallace used in his 2005 convocation speech at Kenyon College , in which two young fish are told by an older fish that they are swimming in water. One of the young fish then turns to the other in surprise and says: "What is water anyway?"

Lack of agency

I heard from various leaders who experienced an "aha" moment when they realized they were immersed within a fluid and dynamic organizational environment that they were expected to run like a traditional business. This realization gave them a framework to understand the lack of agency they often experienced.

The challenge with social-purpose organizations is that they're complex adaptive systems in which individual interactions form an ever-changing array of networks generating emergent behaviours that are often unpredictable. Complex adaptive systems also tend to revert to the status quo when faced with change.

So how do social-purpose leaders navigate change and this challenging organizational context? They wrap their efforts around purpose . It's an anchor point and unifying focus for leaders, teams and all stakeholders.

4 strategies

Based on my research, I've identified four main sense-making strategies that leaders use:

Exploration and map-making: These pursuits help leaders extract a steady flow of information and data from their interactions both inside and outside their organizations. This allows them to develop high-level, adaptive frameworks that are constantly in flux - similar to Google Maps, as it generates live snapshots of traffic flows and suggested routes.

Storytelling and narrative development: Leaders use storytelling and narrative development to project ideas, purposes and visions into the future. This allows them to connect emotionally and inspire people and communities. Recognizing their role as storyteller-in-chief can align disparate parts of an organization into a coherent and engaged whole.

Invention and improvisation: These are employed by leaders to test assumptions as they learn what works and what doesn't. This approach allows them to respond in real time to the never-ending flow of new information. Without taking risks, leaders are at risk of being stuck in paralysis.

Adaptation and collaboration allows leaders to help their organizations remain relevant. Leaders spoke about the need to foster adaptation. They also stressed the need to attract new resources through collaboration across like-minded institutions, governments, funding partners and the private sector.

Embracing a sense-making mindset

Thinking that benefits the interests and perspectives of the total enterprise is a critical but challenging task for leaders in social- purpose organizations.

Time and energy - two scarce resources - are necessary to build aligned and high-performing teams and to break down silos. Team alignment cannot be achieved through the occasional team-building session, but requires an ongoing commitment and a well-articulated plan.

Social-purpose organizations need practices, frameworks and metrics that are tailored to organizations' unique needs. Rather than spending resources, time and energy on strategic plans, some leaders are building more flexible strategic frameworks or using strategic foresight to guide an innovative vision for the future.

Leadership can be lonely

It's also important to remember that leadership can be lonely. To survive and thrive, social-purpose leaders must remember to seek out their own coaches and build communities of practice to enhance their lived experience and activities.

Developing an outer shell to weather criticism also helps. While leaders can't please everyone, sense-making leaders find strength and build endurance in the recognition that the roles they play are meaningful, satisfying and essential - not only within the organizations they serve but through the collective work their organizations accomplish in the world.

Leaders (and board members) must realize that hiring the same people with the same profile as the past won't make an organization ready for change, but instead reinforces the status quo.

By recognizing the messiness of their organizations and using sense-making skills, leaders in social-purpose organizations have better odds of surviving the perils and challenges of massive disruption and unprecedented change.

Daniel Atlin does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.