What (Tasks necessary) Who (Person
Responsible)
When
(estimate)
Where
1 Meet with Associate Dean and Dean of the AITS to explain objective and request assistance to secure human, social, and human resources to address NIC activities (ensure briefing information is prepared ahead of time).
CI leader By
week 1
Face-to-face meeting (followed with email with supporting info) 2 Devising a social organizational structure (send a communique to address the
project aim and goal to introduce objectives; state further information is forthcoming at upcoming departmental meeting).
Send email to AITS members 3 Communicating at the AITS meeting the project aim and goal (i.e., introduction of
objective is delivered by Dean and Associate Dean before CI Leader
communicates). Set up meeting with Manager, Institutional Research Office.
By week
2
Communicated at AITS meeting 4 Establish key AITS members on the NIC and secure SWF time for faculty with
Associate Dean support to ensure adequate release time for NIC activities.
By week
6
SWF schedules updated 5 With support of the Dean and Associate Dean of the AITS, invite via email
communication key influencers such as the Dean, Research and Innovation Office; Executive Director, Innovation Village and; Dean, Centre for Academic Excellence. Also invite Librarian, Manager, Institutional Research (IR), Union Rep and Corporate Finance Manager for logistic, planning, and funding support.
Send email to key stakeholders (Using key opinion leaders to influence
message) 6 Collaborating with faculty, and key members (as noted above) to create a common
aim statement, agenda, and process for minute taking; project charter; common principles of how individuals will work together.
NIC members By week
8
Committee face-to- face meeting 7 Conduct a needs assessment of current state: Evaluate current data, measures, and
analyze and compare against established goals to formulate baseline.
NIC members By week
12
Within the AITS 8 Collaborate with faculty to conduct survey questions; semi-structured follow-up
interviews; closed and open-ended surveys; individual and group discussions and document review processes to better understand faculty’s experience and
perceived barriers associated with applied research (i.e., SWF).
CI leader and Manager, IR
Within the AITS
9 Assess and develop a common summary of common findings (i.e., finalize monitoring and evaluation of baseline data).
NIC members By week
26
Within the AITS 10 Finalize results of the formative assessments and determine project schedule for
next phase of work. Ensure new NIC members are in agreement with aim.
What (Tasks necessary) Who (Person Responsible)
When
(estimate)
Where
11 Develop a shared vision of the NIC and the work that will be completed in the monitoring and evaluation of the next phase of work.
NIC members By week
28
Insert in project charter. 12 Send document request to Deans/Executive Director to collect definition of
applied research that is used by the (1) Centre of Research and Innovation Office, (2) Innovation Village, and (4) Centre for Academic Excellence.
CI leader Send email to Deans
and Executive Director of key areas 13 Collect all definitions used for applied research used across the organization and
summarize findings with new NIC members. Develop brief summaries to use in assessments questionnaires. CI leader and Manager, IRO By week 30
Within the AITS
14 Evaluate current data, measures, and analyze and compare against established goals to formulate baseline.
NIC members By week
34
Within the AITS 15 Create formative and summative assessments to understand faculty’s
interpretation of applied research (i.e., build survey questions; interview questions; and focus groups questions).
CI leader and Manager, IRO
Within the AITS
16 Collaborate with faculty within AITS and complete survey questions; semi- structured follow-up interviews; closed and open-ended surveys; individual and group discussions and document review processes.
CI leader and Manager, IRO
By week
42
Within the AITS
17 With support of Manager, IRO, assemble, assess, and evaluate information that was collected from faculty’s feedback to formulate a summative evaluation of current state (ensure to capture faculty voice).
CI leader, Manager, IRO
Semi-structured interviews; individual
and group meets 19 Formulate a new common language and develop and implement ‘new’ summative
assessments that include: semi-structured and follow-up interview questions; closed and open-ended surveys; individual and group discussions format to test a common language of applied research within the AITS.
CI leader and Manager, IRO
By week
44
Within the AITS
20 Establish a common language and informal model used for applied research. Ensure to embed formative and summative assessment feedback and information.
NIC members By week
48
Within the AITS 21 Evaluate feedback and prepare templates and processes to implement new SWF
calculations. Use information to communicate with faculty.
CI leader and Manager, IRO
Within the AITS 22 Work with key faculty on identifying effective strategies to introduce SWF
discussion related to applied research.
CI leader and Manager, IRO
By week
52
Within the AITS 23 Prepare for next phase of pans for communication to test. NIC members Within the AITS
Appendix J: Impact, Outcome, and Output Indicators
Indicator Baseline Target
Impact Indicator: Engage faculty and a social structure of key participants to build a network improvement committee (NIC).
Increased faculty participation in departmental activities associated with learning and understanding applied research
Number of faculty participating in NIC work/activities
Development of NIC working- commitment document (i.e., Project charter)
10% or 4 FT faculty receiving designated time on SWF to participate in NIC activities
Completed project charter, strategic and resource plan by NIC
Percentage of faculty understanding of applied research as identified from the feedback tools (interviews, surveys, observations)
Number of NIC meetings Number of completed surveys Number of templates and tools
100% of NIC meetings taking place on time with designated faculty supported by SWF hours
65% response rate in feedback tools
Outcome Indicator: Establish a common inventory and data collection of information regarding the meaning of applied research.
Increased understanding of barriers for faculty to substantially connect to information and a common language of applied research
Conclusion rating of perceived barriers associated with applied research collected in various assessment tools
Completed common language terminology for applied research Number of diverse definitions of applied
research used across the organization
Ratio of faculty in the AITS who are surveyed that understand applied research
Reached agreement between AITS members on a common language for applied research
Output Indicator: Using the common language of applied research, incorporate faculty engagement and faculty voice into the da y-to- day institutional activities and practices consistent with the NIC’s principles and goals.
Progress made in drafting a common language of applied research
Number of faculty who have access to definitions for applied research
Processes established to ensure support in SWF discussions
Progress made in drafting a new SWF procedure for faculty who are interested in engaging in applied research
Number of faculty interested in engaging in applied research
Number of faculty receiving hours on their SWF dedicated to applied research activities
10% increase in faculty (4 FT) engaged in applied research since initiative
commenced
10% or 4 FT faculty receiving dedicated SWF time for AR activity (within 18 mo.)
Impact indicator (evaluates departmental support)
Outcome indicator (assesses progress against specific outcomes) Input indicators (assesses progress against specific targets)
Appendix L: Key Communication Method Strategies
Unfreezing: Awareness & Understand problem (Improving)
Timing Targeted Audience Message Content Channels (Klein, 1996)
Pre-change -And- Developing the need for
change
Associate Dean/Dean Address the discrepancy of definition of applied research. Prepare information to answer questions (urgent gap). Confirmation of approach and resources available.
Face-to-face Connecting with
organizational values Executive Opinion
Leaders
Create awareness at the highest level (help assist the gap). Outline the diverse definitions for applied research across the
organization (i.e., where ambiguity and confusion exist). Opportunity to improve personal/professional development.
In-person face-to-face presentation
Connecting with organizational values AITS Faculty
(working with CI leader and Manager, Institutional Research)
Meet at a departmental team meeting. Present clear
information why there is a change and how it impacts faculty. Link purpose to academic iMAAP/personal values.
Ensure faculty hear the information directly from their Associate Dean and Dean (opinion leaders).
Support faculty voice (mitigate early resistance).
Face-to-face Supervisor/senior leaders Personal relevance Connecting with organizational values Opinion leaders. Key Informant/Experts
and Guiding Coalition (CI leader, Union rep.,
Librarian, Manager, Institutional Research,
Business Finance Manager, Faculty)
Develop a guiding coalition to understand the problem. Planning and managing information and activity. Participate actively in the aim/goal of the change plan. Keeping abreast of information and aligning with values. Develop mutual goals/vision, objectives, and charter. Set up bi-weekly meeting (i.e., address activities). Address expectations regarding personal impact.
Face-to-face Opinion Leaders Connecting with
organizational values Supervisor/senior leaders Multi-media tools (key
messages regarding process)
Changing: Set Aim & Evaluate Measure (Learning) Midstream
change
Guiding coalition (NIC) Make available a detailed change implementation plan. Develop and implement clear formative and summative
evaluation plans (i.e., interviews, surveys).
Face-to-face (interviews) Multi-media tools (surveys) Supervisor/senior leaders Key Informant/Experts
AITS Faculty
Refreezing: Learn & Collaborate (Changing) Confirming
the change phase
Guiding coalition (NIC) Use of multi-mediums to celebrate success (i.e., milestones) Celebrate accomplishments (i.e., bring in cake and coffee) Confirm common language for applied research achieved. Clarifying personal impact (i.e., outputs/outcome measures). Reaffirmation of success in meeting change goal.
Agreement of a common language for applied research.
Multi-media tools Face-to-face (KPI’s) Personal relevance Supervisor/senior leaders Connecting with values Effective line management