Chief Change Officer Episode #359: Bridget Burns – Breaking the Higher Ed Hunger Games (Part One)

Release Date: May 10, 2025

Introduction

In Episode #359 of the Chief Change Officer podcast, host Vince Chen engages in a profound conversation with Dr. Bridget Burns, CEO of the University Innovation Alliance (UIA). This episode delves into Bridget's transformative journey in higher education, her efforts to shift the paradigm from competition to collaboration among universities, and the practical strategies she's employed to drive meaningful change.

Bridget Burns’ Change Journey

00:13 – 03:33

Bridget Burns shares her compelling personal and professional journey, rooted in her humble beginnings in rural Montana. Growing up in a low-income family exposed her to the harsh realities of racism, homophobia, and misogyny prevalent in rural America. Higher education became her pathway to transformation, offering her opportunities that reshaped her life and perspectives.

• Notable Quote:
  "Higher education was fundamentally life-altering. It created incredible opportunities for me and changed my perspective, myself, and the world around me."
  [03:05] – Dr. Bridget Burns

Her rapid ascent in the higher education sector began at Oregon State University, where she was elected student body president and subsequently appointed to the state Board of Higher Education at just 22. These early experiences exposed her to the complexities of governing educational institutions, transitioning her role from a user to a leader aware of systemic challenges like organizational dysfunction and funding issues.

Formation of the University Innovation Alliance (UIA)

03:33 – 10:41

Bridget elaborates on her frustration with the competitive nature of higher education, where universities often operate in silos rather than collaborating to enhance student outcomes. This frustration fueled her passion for fostering collaboration among institutions to address common challenges, particularly improving graduation rates for students from low-income and underrepresented backgrounds.

• Notable Quote:
  "We need to work together for the larger good, rather than competing against each other for limited resources and rankings."
  [08:15] – Dr. Bridget Burns

Her pivotal moment came during her fellowship with the American Council on Education, where she shadowed Michael Crowe, President of Arizona State University—a leader renowned for his innovative approach in higher education. Inspired by Crowe's vision, Bridget co-founded the UIA, initially bringing together 11 university presidents committed to collaborative innovation.

• Notable Quote:
  "The University Innovation Alliance was the culmination of all my prior background into one experience. We were merging user-centered design with organizational collaboration to drive student success."
  [09:50] – Dr. Bridget Burns

Under Bridget's leadership, the UIA has grown to include 17 institutions and has significantly impacted graduation outcomes, adding over 150,000 graduates and notably increasing graduates of color and low-income students.

Shifting from Competition to Collaboration

10:41 – 19:04

Vince Chen probes into Bridget’s strategy for convincing university leaders to collaborate, likening it to entrepreneurial investment pitches. Bridget attributes the initial success to the leadership of Michael Crowe and the inherent willingness of the founding presidents to explore collaborative solutions.

• Notable Quote:
  "Building relationships was key. I flew to each campus, spent time understanding their unique challenges, and illustrated that we were all wrestling with the same issues."
  [12:30] – Dr. Bridget Burns

Bridget highlights the competitive and hierarchical nature of higher education, where institutional success is often measured by rankings and prestige, discouraging collaboration. Her approach focused on demonstrating shared challenges and the mutual benefits of working together to enhance student outcomes.

Strategies to Convince Schools to Collaborate

19:04 – 29:17

Bridget discusses the practical steps taken to foster collaboration, emphasizing trust-building and shared purpose. She recounts how she personally invested time in building relationships among the presidents, helping them realize that collective efforts could address systemic issues more effectively than isolated attempts.

• Notable Quote:
  "We created a consensus-based document that outlined our strategy, including data-sharing agreements and mutual financial commitments, which required a high level of trust."
  [16:45] – Dr. Bridget Burns

She also touches upon the immense interest from other institutions, leading to rapid expansion of the UIA. However, this growth posed challenges in maintaining the quality and commitment of new members, underscoring the importance of meticulous vetting to ensure alignment with the alliance's mission.

Improving Processes to Reduce Resistance to Change

29:17 – 30:21

Vince references Bridget’s insight that resistance to change often stems from poorly designed processes rather than change itself. Bridget elaborates on this by providing tangible examples of how intentional process design can enhance acceptance and facilitate smoother transitions.

• Notable Quote:
  "People don't resist change; they resist poorly designed processes that disrupt their daily lives without considering their needs and input."
  [19:39] – Dr. Bridget Burns

Emphasizing Empathy, Curiosity, and Ownership in Change

30:21 – 30:53

Bridget underscores the importance of empathy, curiosity, and ownership in driving successful change initiatives. She advocates for involving stakeholders in the problem-solving process, fostering a sense of ownership and responsibility towards the outcomes.

• Notable Quote:
  "Empathy is the first step of design. If you learn about the people you’re trying to lead, you can structure experiences that feel good and meet their needs."
  [28:45] – Dr. Bridget Burns

Conclusion

The conversation between Vince Chen and Dr. Bridget Burns offers invaluable insights into the dynamics of driving systemic change within higher education. Bridget's emphasis on collaboration, relationship-building, and empathetic process design provides a blueprint for other leaders aiming to foster innovation and improve student outcomes. Her work with the UIA exemplifies how strategic partnerships and shared commitments can overcome entrenched competitive barriers, ultimately leading to substantial and inclusive educational advancements.

Key Takeaways

• Personal Transformation: Higher education can be a powerful catalyst for personal and professional growth, as exemplified by Bridget’s journey.

• Collaboration Over Competition: Shifting the focus from institutional competition to collaborative efforts can lead to significant improvements in student outcomes.

• Process Design Matters: Well-designed processes that include stakeholder input are crucial for reducing resistance and fostering acceptance of change.

• Empathy and Ownership: Understanding and valuing the human element in change initiatives enhances engagement and the effectiveness of transformational efforts.

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