This work area is led by academic Leonardo Basso and it seeks to transform the Faculty into a new reality, where all its members can function effectively in the new ecosystem. FCFM’s community has a major role in this process, since the project’s success is largely dependent on them.
Communication with other stakeholders will prove to be fundamental, since information on ideas, perceptions, risks, and room for improvement will be gathered and the real value of the project for FCFM will be shown.
During this process, we need to take into account the strategic actions associated to these changes, as well as the experiences and emotions of the people in charge of carrying them out. These elements need to be accounted for in order to secure the success of the strategic plan.
Change Management stakeholders are committed to working with passion in the project tasks, but always keeping community needs and joint work at FCFM at the forefront. Our ultimate aim is continuous improvement and readiness for the future challenges and demands faced by engineering.
- Create an organizational unit specifically designed to handle change management. This unit should be formed by experts in change management, academics of the Engineering 2030 project as well as change agents.
- Define effective communication strategies, which allow the discussion for receiving feedback from the different participants in the project.
- Define activities that encourage the participation of everyone in the project, identify potential resistance and create activities to mitigate it.
- Identify key change agents for the project. Change agents will be identify through workshops and other activities, with the objective to identify individuals with leadership and with an appropriate profile for the Engineering 2030 project.
- Communication activities to the different departments, focused to faculty, students and administrative staff. The objective is to communicate the project and receive feedback from the attendees.
- Conduct surveys and focus group meetings that allow us to capture the needs and concerns of the different participants. We want to use this information to develop specific activities that encourage the commitment with the project.
- Identify possible resistance and develop a strategy to overcome it.
- Provide support to the faculty and staff, such as training in teaching methodologies or innovation and entrepreneurship.
- Provide incentives for the faculty, such as time for planning a new curriculum, for training activities and the inclusion of relevant indicators in the evaluation process.
- Include relevant indicators during the hiring procedure of new faculty and administrative staff.