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

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

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.

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.

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)

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

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.