The Us Versus Them Problem

Change is hard – especially in higher education. As institutions grapple with the need for transformation, traditional shared governance processes often fall short, devolving into an “us versus them” dynamic that leads to only incremental progress.

A few weeks ago, I joined a virtual gathering of provosts, chiefs of staff, and chief financial officers to discuss this problem and ways to overcome institutional resistance to change. The conversations were rich, thought-provoking, and a great starting point for rethinking higher ed’s shared governance model.

We drew heavily on insights from our change management diagnostic, but for me, the most significant takeaway wasn’t in the framework itself. It was the recurring theme of trust – or, more precisely, the lack of it. Leaders on the call expressed frustration with the growing challenge of fostering trust, both externally and internally.

Why Trust Is Hard to Find Right Now

As we explored in the meeting, trust in higher education has been eroding for years. The reasons are complex and multifaceted, but they boil down to two core issues: external mistrust in the value of higher ed and internal mistrust fueled by financial strains.

Higher ed’s value is being questioned like never before; headlines challenging higher ed’s ROI abound, and while these narratives rarely hold up under scrutiny, they’re deeply influential. Prospective students, families, donors, and policymakers are taking note.

Many institutional leaders recognize the problem. This fall, you couldn’t attend a conference without seeing sessions titled something like “Reaffirming Our Public Purpose” or “Rebuilding Trust in Higher Ed.” But these conversations often focus on external audiences, leaving the internal trust deficit largely unaddressed.

Internally, universities are under unprecedented financial pressure. Budget cuts, layoffs, and program closures are creating waves of uncertainty. And even when leaders prioritize financial transparency, faculty and staff still feel blindsided by decisions.

What’s worse, mistrust sometimes extends up the chain of command. Faculty may perceive their department heads or deans as unable (or unwilling) to advocate on their behalf to senior administrators. Or, stakeholders may be weary of data presented in budget meetings, thinking they are somewhat fabricated to give cause to hard decisions. For many, it feels like administrators are making decisions in isolation, without fully understanding the on-the-ground realities faculty and staff face.

Rebuilding Trust Through Shared Governance

During our meeting, we reviewed nine key principles for implementing change management through a shared governance lens. Two stood out as especially crucial for rebuilding trust:

Lesson 1: Broach Difficult Conversations to Build a “Reservoir of Trust”

Trust doesn’t magically appear when times get tough; it’s something you cultivate long before a crisis hits. That’s why leaders need to proactively engage in hard conversations, even during periods of stability.

One way to prepare for these discussions is through scenario planning. A well-known tool is Dr. Edward de Bono’s “Six Thinking Hats” method. In this exercise, participants adopt different perspectives (represented by “hats”) to explore issues from multiple angles. A trained facilitator guides the discussion, ensuring a balanced evaluation of approaches, trade-offs, and potential consequences. These structured conversations foster mutual understanding and build a foundation of trust that leaders can draw on when the stakes are higher.

Lesson 2: Foster Formal and Informal Interactions Across Silos

A persistent “us versus them” mentality often exists between faculty, staff, and administration. Unfortunately, the shift to remote work and online learning during the pandemic has only deepened these divides.

To address this, leaders must create both formal and informal opportunities for connection. For instance, institutions might form committees with cross-representation from the faculty senate and executive cabinets, and pair it with casual interactions, like coffee chats or informal happy hours with leadership. These different opportunities for interaction are equally vital for breaking down barriers and fostering a sense of shared purpose.

How EAB Can Help

The work we discussed during this meeting comes directly from EAB’s Strategic Advisory Services research on Dynamic Strategy.  Our team partners closely with executive cabinets to craft and implement strategies tailored to their institution’s unique challenges. To learn more about how EAB can support you in rebuilding trust or transforming shared governance structures, connect with us by filling out the form below.