Shared Governance

Summary

CTRL-ALT-LEAD with David Hinson – “Shared Governance”

Episode Date: October 18, 2024
Host: David Hinson, Campus CIO, Boldyn Networks

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Episode Overview

In this episode titled “Shared Governance,” David Hinson explores the complexities and real-world application of shared governance within higher education institutions. He discusses why this collaborative model is central to decision-making, its practical challenges, and concrete strategies for technology leaders to apply shared governance principles effectively. The episode is geared toward higher education professionals, especially those navigating leadership roles at the intersection of technology and academia.

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Key Discussion Points and Insights

1. Defining Shared Governance and Its Importance

• Shared Governance Explained

  • Shared governance is a collaborative decision-making process engaging multiple stakeholders—faculty, administrators, staff, and, at times, students—in shaping campus policies and practices.
  • Key goal: Ensuring all relevant voices influence institutional decisions, especially those affecting academics and university governance.
    • “Shared governance refers to a collaborative decision making process involving multiple stakeholders which includes faculty, administrators, staff and sometimes students in the shaping of policies and practices within an institution.” (00:23, Hinson)

• Theory vs. Practice

  • In theory, shared governance embodies inclusivity, consensus, and broad-based expertise.
  • In practice, it can become a source of paralysis and institutional inaction if not managed well, especially for leaders new to academia who prefer a top-down style.
    • “When it works well, shared governance embraces consensus, shared institutional values, inclusivity, and broad embedded expertise... when it doesn’t... it can become a permission structure for institutional inaction and leadership paralysis.” (00:57, Hinson)
    • “It don’t work that way here.” (01:45, Hinson, channeling academic culture)

2. The "Why" Behind Shared Governance

• Faculty Involvement

  • Faculty are central to curriculum development, research standards, and hiring; their influence is vital to academic policy and educational quality.

• Administrative Responsibility

  • Administrators manage operations, budgets, and strategic planning, but are expected to consult faculty and other stakeholders through shared governance.

• Democratizing Decisions

  • Shared governance seeks a balance between efficient administration and leveraging faculty expertise—academic matters primarily rest with faculty, while broader operations are handled by administration.
  • “It seeks to balance the administrative authority needed to run the institution efficiently and timely in concert with the faculty’s academic expertise.” (03:10, Hinson)

• Preserving Mission and Integrity

  • “Shared governance ensures that the university’s mission and its academic integrity are preserved while considering diverse perspectives.” (03:44, Hinson)

3. Why Shared Governance Fails (Common Pitfalls)

• Inherent Messiness

  • The process is slow, difficult, and can become inefficient. Success hinges on active, good-faith participation from all stakeholders.
  • Shared governance works only if trust is present.
    • “It’s messy, it’s hard, it’s time consuming, it’s frustrating, and it’s not efficient. And to truly hit on all cylinders, all stakeholders must participate in good faith…” (03:49, Hinson)

• Trust and Change Management

  • Leadership initiatives that bypass stakeholders often fail, eroding trust and undermining new projects or changes.
    • “I’ve witnessed firsthand the failure to properly manage change without the consent of the governed. I’ve seen it topple, establish trust, and torpedo any efforts to get new initiatives off the ground.” (04:47, Hinson)

• A Cautionary Anecdote

  • Example: As CIO, Hinson cites a predecessor’s unilateral decision to install large TV screens in classrooms, which enraged faculty and diminished teaching functionality, illustrating the cost of bypassing shared governance.
    • “The solution wasn’t even asked for and negated the use of most of the usable writing space in every teaching room. The faculty, of course, they hated it.” (05:30, Hinson)

4. Strategies for Effective Shared Governance

• Engage Stakeholders Early and Often

  • Faculty, staff, students, and administrators should be part of decision-making processes from the start.
  • “Start by engaging with stakeholders early and often... Regularly seek input on key IT projects, strategic planning and initiatives to ensure that the decisions made reflect the needs and the perspectives of the broader community.” (06:00, Hinson)

• Promote Transparency and Open Communication

  • Share details about IT budgets, project timelines, and criteria through reports, town halls, or collaborative platforms (e.g., Teams, Slack).
    • “Transparency builds trust, keeping stakeholders informed as to how technology decisions align with the larger institutional goals…” (06:45, Hinson)

• Empower Cross-Functional Collaboration

  • Involve faculty, administrators, and IT staff in committees or task forces.
  • Offer training so non-technical stakeholders better grasp technology's impact.
    • “Offer workshops or training sessions for your non technical stakeholders to improve their understanding of technology and its role in the institution.” (07:20, Hinson)

• Clarify Roles and Responsibilities

  • Clearly define each group’s authority and responsibilities within the governance structure to reduce conflict and ensure accountability.
    • “Clearly outline the decision making authority of your IT leaders versus those of the faculty, administrators, and other stakeholders.” (07:51, Hinson)

• Cultivate a Culture of Accountability

  • Regularly review governance processes to ensure the right people are involved and invested.
    • “By regularly reviewing how decisions are made and whether the right individuals and groups are involved only further encourages an invested culture of accountability from everyone around the table.” (08:18–08:22, Hinson)

5. Leadership and Vulnerability

• Courageous Leadership
  • Effective shared governance requires leaders to show vulnerability, take risks, and have tough conversations, fostering innovation and trust.
    • “Leaders who are deft practitioners of shared governance seem to also exhibit courageous leadership traits by exhibiting vulnerability…the uncertainty, risk, and emotional exposure that leaders experience…” (08:27, Hinson)
    • “Instead of shying away from those moments, courageous leaders should also embrace them, as vulnerability fosters innovation, trust, and stronger relationships within teams.” (08:42, Hinson)
  • Hinson notes this is a larger topic for another day, closing the episode.

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Notable Quotes & Memorable Moments

• On Governance Culture:
  • “It don’t work that way here.” (01:45, Hinson, capturing the academic approach versus private sector management)
• On the Necessity of Trust:
  • “At its heart, shared governance must be built from a solid foundation of trust.” (04:24, Hinson)
• On Avoidable Mistakes:
  • “The solution wasn’t even asked for and negated the use of most of the usable writing space in every teaching room. The faculty, of course, they hated it.” (05:30, Hinson)
• On Leadership Vulnerability:
  • “Courageous leaders should also embrace [vulnerability], as vulnerability fosters innovation, trust, and stronger relationships within teams.” (08:42, Hinson)

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Timestamps for Important Segments

• Defining Shared Governance: 00:05–01:30
• Theory vs. Practice: 00:55–01:45
• Why Shared Governance Matters: 01:45–03:36
• Pitfalls—Why It Goes Wrong: 03:47–05:04
• Anecdote – Faculty Exclusion Example: 05:04–05:32
• Strategies for Success: 06:00–08:08
• Accountability & Leadership: 08:09–08:42
• Closing Thoughts: 08:43–End

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Summary

David Hinson’s “Shared Governance” episode demystifies the complexities of collaborative decision-making in higher education. Emphasizing the balance between inclusivity, expertise, and administrative efficiency, he delivers practical advice and vivid anecdotes—helping leaders avoid common governance pitfalls by building trust, inviting stakeholder participation, and clarifying roles. Through candid discussion and actionable tips, Hinson empowers higher ed leaders to make shared governance not just a theory but a daily, effective practice.

Transcript

[A]

My name is David Henson and I serve as Campus Chief Information Officer for Bolden Networks for Higher Education. Welcome to Control Alt Lead. As higher educational leaders, we grapple continually with the theoretical construct of shared governance and how to embody its true spirit in the actual practice of of managing our teams and being agents of change at our institutions. Shared governance refers to a collaborative decision making process involving multiple stakeholders which includes faculty, administrators, staff and sometimes students in the shaping of policies and practices within an institution. The concept is rooted in the idea that various groups should have a voice in the key institutional decisions, particularly those affecting academic matters. University governance, and the well being of the educational community. All very well in theory. In actual practice, well, let's just say it can be complicated. When it works well, shared governance embraces consensus, shared institutional values, inclusivity, and broad embedded expertise from across the school. And when it doesn't work, it can become a permission structure for institutional inaction and leadership paralysis. Being a concept peculiar to higher education, shared governance is often the make or break obstacle to technical professionals newly entering the academy from the private sector who are intent upon a top down, do as I say, command and control approach.

[B]

To managing it well.

[A]

It don't work that way here. Before we dive into how to effectively practice shared governance to drive action at our respective institutions, it's important to understand why the squeeze is even worth the juice. What is the underlying why behind shared governance? Well, first, shared governance promotes faculty involvement. Faculty play a, if not the central role in the life of the academy, including curriculum development, research standards, and faculty hiring decisions. Their expertise makes them critical in shaping academic policy and ensuring the quality of educational delivery. Second, shared governance provides a framework for administrative responsibility. While faculty rightfully focus on academic issues, administrators tend to handle the lion's share of day to day operations, budget management and strategic planning responsibilities. However, through the application of shared governance principles, they intentionally do so in consultation with faculty and other campus stakeholders. The shared governance model promotes collaboration between faculty, administrators, students and staff, which fosters a more democratic and inclusive environment. Decisions on significant institutional matters such as budget allocation, strategic direction, and policy changes typically solicit input from all the major stakeholders. Finally, shared governance balances authority with expertise. It seeks to balance the administrative authority needed to run the institution efficiently and timely in concert with the faculty's academic expertise. Faculty tend to have primary responsibility for educational policy and curriculum, while administrators handle.

[B]

Broader institutional governance and operations.

[A]

Bottom line, when practiced properly, shared governance.

[B]

Ensures that the university's mission and its.

[A]

Academic integrity are preserved while considering diverse perspectives. With that said, if shared governance is so great, then why isn't it always followed faithfully? Well, because it's messy, it's hard, it's time consuming, it's frustrating, and it's not efficient. And to truly hit on all cylinders, all stakeholders all stakeholders must participate in good faith in order for it to be effective. Now, that last bit is perhaps the most important part, because at its heart, shared governance must be built from a solid foundation of trust. Now, if you're like me, you've been through an administrative change or 2. A new strategic plan, a new presidential initiative, out with the old and in with the new. The flavor of the month. I've witnessed firsthand the failure to properly manage change without the consent of the governed. I've seen it topple, establish trust, and.

[B]

Torpedo any efforts to get new initiatives off the ground.

[A]

In the past, I came aboard as a CIO at a school where the prior leader had unilaterally directed the IT team to attach large 80 inch TV screens in every classroom by screwing them into the existing whiteboards without first consulting the faculty. Not only was the indignity of not being asked heaped upon those instructors, but the solution wasn't even asked for and.

[B]

Negated the use of most of the.

[A]

Usable writing space in every teaching room. The faculty, of course, they hated it. And it was a monumental cell phone entirely avoidable. So how does one safely navigate the shoals that threaten to scuttle effective shared governance while simultaneously establishing trust to pilot toward meaningful action? Start by engaging with stakeholders early and often. Ensure that your faculty, staff, students and administrators are involved from the outset in every decision making process and meeting related to technology. Regularly seek input on key IT projects, strategic planning and initiatives to ensure that the decisions made reflect the needs and the perspectives of the broader community.

[B]

Next, focus on promoting transparency and open communication. Share information openly about IT budgets, project timelines and decision making criteria.

[A]

This can be done through regular reports, through town halls, or through collaborative platforms.

[B]

Like Microsoft Teams or Slack. Transparency builds trust, keeping stakeholders informed as to how technology decisions align with the larger institutional goals of their school. Prioritize empowering cross functional collaboration. Encourage collaboration by involving faculty, administrators and IT staff in shared governance committees or task forces. It's critical and essential to provide training and development opportunities. Offer workshops or training sessions for your non technical stakeholders to improve their understanding of technology and its role in the institution. Faculty and administrators make more informed contributions to governance when they fundamentally understand how collaborative technology choices apply to their specific areas of responsibility. Remember, effective shared governance works best when you establish clear roles and responsibilities. Make sure to meticulously define the roles and responsibilities of each group within your shared governance structure. Clearly outline the decision making authority of your IT leaders versus those of the faculty, administrators and other stakeholders.

[A]

Such clarity reduces conflicts and IT ensures.

[B]

That all parties understand their role in the decision making process. By regularly reviewing how decisions are made and whether the right individuals and groups.

[A]

Are involved only further encourages an invested.

[B]

Culture of accountability from everyone around the table.

[A]

I'd also like to add that leaders who are debt practitioners of shared governance seem to also exhibit courageous leadership traits by exhibiting vulnerability, the uncertainty, risk and.

[B]

Emotional exposure that leaders experience when they.

[A]

Face tough challenges, engage in difficult conversations or take bold risks. Instead of shying away from those moments, courageous leaders should also embrace them as vulnerability fosters innovation, trust and stronger relationships within teams. But that's a different conversation for a different day. Thanks for listening and I'll see you soon.