Symbolic Perspectives

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Everyone has an opinion about how something should be done or handled. No decision made will please all involved stakeholders, and the more adamant a stakeholder’s opinion, the less the decision will probably please them. This is especially true in a college community. All those involved in the community have strong thoughts about how the school should be governed, financed, promoted, and anything else dealing with it. Even those who do not attend the college have their own opinions because they feel vested in the college, especially in a small college town. They see the college as a part of the neighborhood and, therefore, feel as though whatever the college does, or however the college is viewed, is reflected back onto them. And if those people are so connected to the school, one can only imagine how personally all decisions made at the school are viewed by the staff, faculty, and students. Everyone has their own agendas and wants the decisions made at the school to serve those agendas. If a college has done its job correctly, and has built a strong sense of community and pride within the school, this feeling of ownership is even more intense and opinions are that much stronger. The traditions, symbols, and culture that are the backbone of most successful institutions of higher education all create an environment where everything that is done is taken personally by all members of the college community and may hinder or affect certain decisions. These traditions, symbols, and cultures even help the students who attend the college to define themselves and how they are viewed by the world. When a college is faced with a financial crisis, as many colleges are, it not only has to answer to its board of trustees, but to ... ... middle of paper ... ...Barnett, K. (2011). System members at odds: Managing divergent perspectives in the higher education change process. Journal of Higher Education Policy and Management, 33(2), 131-140. doi: 10.1080/1360080X.211.550086. Black, J. (2003). Defining enrollment management: The symbolic frame. Retrieved from http://www.semworks.net/about-us/resources/docs/defining_enrollment_ management_symbolic_frame.pdf. Bolman, L. & Deal, T. (1991). Leadership and management effectiveness: A multi-frame, multi- sector analysis. Human Resource Management, 30(4), 509-534. doi: 10.1002/hrm. 3930300406 Bolman, L. & Deal, T. (2013). Reframing organizations: Artistry, choice, and leadership (5th ed). San Francisco, CA: Jossey-Bass. Chatman, J. & Cha, S. (2003). Leading by leveraging culture. California Management Review, 45(4), 20-34. doi: 10.2307/41166186

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