Podcast Summary: Chief Change Officer Episode #217 Guest: Dr. Bridget Burns
Title: Changing Higher Ed from Turf Wars to Teamwork — Part One
Release Date: March 6, 2025

Introduction

In Episode #217 of Chief Change Officer, host Vince Chen engages in an insightful conversation with Dr. Bridget Burns from the University Innovation Alliance (UIA). The episode delves into Dr. Burns' transformative journey in higher education, her efforts to shift institutional dynamics from competition to collaboration, and the broader impact of these changes on graduation outcomes for underserved student populations.

1. Dr. Bridget Burns' Personal and Professional Journey

[00:43 - 11:12]

Dr. Bridget Burns shares her deeply personal and professional journey, highlighting how higher education served as a transformative force in her life. Growing up in rural Montana within a low-income family, Dr. Burns faced significant social challenges, including racism, homophobia, and misogyny. Her pursuit of education became a pathway to transcend these barriers.

• Transformative Power of Education:
  "Higher education was just fundamentally life-altering. It created incredible opportunities for me and changed my perspective, myself and the world around me."
  [04:04]

• Early Leadership Roles:
  At Oregon State University, Dr. Burns was elected student body president and later appointed to the Oregon State Board of Higher Education at just 22, marking an early transition from being a higher education user to an overseer of institutional governance.

• Understanding Institutional Challenges:
  Dr. Burns reflects on her realization of the inherent complexities and dysfunctions within higher education institutions, such as funding challenges and organizational inefficiencies, which fueled her passion for fostering collaboration over competition.

2. Formation of the University Innovation Alliance (UIA)

[11:12 - 19:34]

Dr. Burns details the inception and evolution of the UIA, an organization aimed at uniting universities to collaboratively enhance graduation outcomes, particularly for students from low-income, first-generation, and student-of-color backgrounds.

• Origins and Leadership:
  Inspired by her ACE Fellowship and leadership mentorship under Michael Crow of Arizona State University, Dr. Burns spearheaded the creation of the UIA.
  "Building the University Innovation alliance was the ultimate kind of... merging this focus on user centered design and thinking about the perspective of students..."
  [04:04]

• Convincing Institutions to Collaborate:
  Dr. Burns explains how she convinced 11 universities to join forces by leveraging her unique skill set in organization and leadership, emphasizing a shared commitment to improving student outcomes.
  "These presidents... were willing to see and they signed up for the chance to figure out how they would do this together."
  [12:11]

• Overcoming Competitive Barriers:
  Highlighting the traditionally competitive nature of higher education, Dr. Burns discusses the challenges in shifting to a collaborative model.
  "Higher education is highly competitive. It is hierarchical. We are all a bunch of people who are trying to prove ourselves to each other..."
  [12:11]

• Strategic Framework and Success Metrics:
  The UIA established a consensus-based framework, including data sharing agreements and matched funding initiatives, which have led to significant increases in graduation rates.
  "We've been able to produce over 150,000 more graduates than we were on track to at even stretch capacity when we formed.”
  [04:04]

3. Shifting from Competition to Collaboration

[12:11 - 19:34]

A central theme of the discussion is the strategic shift from competitive turf wars to collaborative teamwork among universities to address systemic issues in higher education.

• Shared Challenges and Collective Action:
  Dr. Burns emphasizes that universities face similar challenges in improving graduation rates for underserved students, which necessitates a unified approach.
  "They share interest in addressing the scale question. And ultimately they realized that they were all wrestling with the same challenge..."
  [12:11]

• Building Trust and Relationships:
  Establishing trust among university leaders was crucial. Dr. Burns invested time in visiting campuses and fostering relationships to create a sense of camaraderie and shared purpose.
  "I could see that they had the same problems and they didn't know it. And there was no way they were going to come to that conclusion."
  [12:11]

• Expanding the Alliance:
  The UIA's success led to rapid expansion, with 17 institutions actively participating and over 120 expressing interest within six months of its announcement.
  "Now we have 17 institutions... I stopped counting within six months of announcing the alliance."
  [12:11]

4. Overcoming Resistance Through Improved Processes

[20:17 - 30:33]

Dr. Burns addresses how poorly designed processes can lead to resistance to change and how intentional process improvements can foster acceptance and enthusiasm for innovation.

• Impact of Poorly Designed Change:
  Dr. Burns illustrates how change imposed without consideration for individuals' experiences leads to frustration and resistance.
  "People do not like change unless it benefits them... It only feels good if it's your idea."
  [20:55]

• Example of Effective Process Mapping:
  An impactful example from Michigan State University demonstrates how collaborative process mapping can identify and eliminate redundant or ineffective practices.
  "They discovered that in the email line that in those three months they were sending every student at Michigan State 450 emails... and it got to stop because it will stop students from registering."
  [20:55]

• Creating a Collaborative Environment:
  Facilitating environments where staff can collaborate and share insights fosters a sense of ownership and collective responsibility.
  "People are experiencing real collaboration and a sense of community. They're feeling like they are on the same team."
  [20:55]

5. The Role of Empathy, Curiosity, and Ownership in Driving Change

[30:33 - 32:08]

Dr. Burns highlights essential human qualities that drive successful organizational change: empathy, curiosity, and ownership.

• Empathy in Change Management:
  Understanding and addressing the human aspects of change is critical. Leaders must empathize with the experiences and values of their team members to design effective change processes.
  "Empathy is the first step of design. If you'll just learn about these people, you can structure an experience that feels good, that actually meets their needs."
  [20:55]

• Fostering Curiosity:
  Encouraging curiosity among leaders and team members leads to deeper understanding and more innovative solutions.
  "Invite your people to know, like into the problem that you need to solve. People love to solve problems."
  [31:36]

• Cultivating Ownership:
  Empowering individuals to take ownership of change initiatives ensures active participation and accountability.
  "Ownership isn't just about being informed or notified. It's about contributing to the evolution of the change and being responsible for the outcome."
  [30:33]

6. Impact and Outcomes of the University Innovation Alliance

[20:55 - 19:34]

The collaborative efforts of the UIA have yielded significant positive outcomes in graduation rates, particularly among marginalized student populations.

• Increased Graduation Rates:
  The alliance has successfully increased the number of graduates by over 150,000, with notable rises in graduates of color and low-income students.
  "89% more graduates of color, 41% more low income graduates."
  [04:04]

• Replication of Success Stories:
  Successful initiatives, such as process mapping at Michigan State University, have become models for other institutions within the alliance to replicate, fostering widespread improvement across campuses.
  "This is a legend. It's also inspired the other UIA campuses to map all the other things they do."
  [20:55]

• Sustained Momentum and Growth:
  The UIA continues to grow as more institutions seek to join and contribute to the collective mission of enhancing student success through collaboration.
  "This could continue to grow, but we have to actually deliver on the outcomes while we're doing it."
  [12:11]

Conclusion

In this episode, Dr. Bridget Burns articulates a compelling vision for transforming higher education through collaborative innovation. By shifting from competitive turf wars to teamwork, the University Innovation Alliance exemplifies how intentional, empathetic, and ownership-driven change processes can lead to substantial improvements in graduation outcomes for underserved students. Dr. Burns’ insights offer valuable lessons for leaders aiming to harness change as a superpower within their organizations.

Notable Quotes with Timestamps:

• "Higher education was just fundamentally life-altering. It created incredible opportunities for me and changed my perspective, myself and the world around me."
  [04:04]

• "People do not like change unless it benefits them... It only feels good if it's your idea."
  [20:55]

• "Empathy is the first step of design. If you'll just learn about these people, you can structure an experience that feels good, that actually meets their needs."
  [20:55]

• "We've been able to produce over 150,000 more graduates than we were on track to at even stretch capacity when we formed.”
  [04:04]

For More Information:
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