Cultural Awareness and Change Management: Embracing the Benefits of Merging a Community College with a University in Atlantic Canada
Bibliographic record
Abstract
The organizational merger of two post-secondary organizations is fraught with synergies and complications that lend themselves to positive and negative outcomes of the joining. The need for a consolidated credential pathway model that defined the academic and administrative authorities of the merged organization was required. The organizational improvement plan (OIP) reviews the historical context of Ocean Institute of Eastern University (OIEU) to uncover the cultural underpinnings of resistance that exhibited themselves. While blind resistance exists within almost every organization, including true ideological resistance, within the context of OIEU, most of the resistance is rooted in political resistance, where some feel they will lose their power base, status, and role within the organization. Leading an organization through change involving many systems, structures, and functions requires a humanistic leadership approach combining transformational and distributed leadership principles. Ownership of the change is realized through appreciative inquiry and Plan-Do-Study-Act cycles to encourage stakeholders the ability to own and effect change in the organization. As per Edgar Schein’s change model, leading through change will require the organization to unfreeze, learn new things, and re-freeze. This change process is fundamental to all organizational change models. It is specifically well-considered for OIEU, frozen in a three-decade position of two academic authorities. The OIP will propose a solution to address the dichotomy in credential pathways, thus enabling OIEU to realize its full potential within the post-secondary landscape.
Fetched live from OpenAlex and de-inverted. Abstracts are not stored in this database: the inverted indexes are 8.6 GB of the frame’s 9.3 GB of text, and the host has 13 GB free.
How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.000 | 0.000 |
| Meta-epidemiology (narrow) | 0.000 | 0.000 |
| Meta-epidemiology (broad) | 0.000 | 0.000 |
| Bibliometrics | 0.000 | 0.001 |
| Science and technology studies | 0.001 | 0.000 |
| Scholarly communication | 0.000 | 0.002 |
| Open science | 0.001 | 0.001 |
| Research integrity | 0.000 | 0.000 |
| Insufficient payload (model declined to judge) | 0.000 | 0.000 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one teacher head, not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".