This research investigates organizational change in six Canadian universities framed as “prioritization,” which is a ranking method using predefined metrics for the comprehensive review and evaluation of academic and administrative programs. Our research found the following: (a) no prioritization process reached the implementation stage; (b) financial performance was not significantly impacted; (c) differences in pace, sequencing, and linearity had little to no impact on the outcomes; (d) the process of prioritization itself introduced political hardship to university leadership, including broad mistrust. Our analysis shows that prioritization initiatives have not provided a directly attributable impact on the outcomes at each of the universities. In short, there was much ado about nothing. Implications for universities will be discussed.
Click here to read the entire analysis.
The final publication is available at Springer Nature, click here.