Leading Change Pathway

Leaders guiding change in their own teams, and in culture, structures and technology.

Change on campus rarely fails for lack of ideas. It stalls in your own corner when there's no budget, in the conversations before the meeting, in rules no one questions, and in work that new technology is quietly reshaping. These four experiences help you lead through each one.

1. 1
   

   Abbott Elementary

   Start Where You Are

   How do you make real improvements when you have little money, no formal authority and colleagues who have seen plenty of good ideas fail?

   You'll be able to:

   • Turn a big frustration into a small, concrete change that people can see and that teaches you what the bigger change needs.
   • Treat skeptical, experienced colleagues as sources of knowledge and allies rather than obstacles to work around.
   • Find the resources, partners and routes already available, and raise the idea with the right people in the right way.

   You'll leave with: A plan for one small win, or a clearer insight into how you lead change.

   No need to have seen it first.

   Not started

   Start
2. 2
   

   The Diplomat

   Quiet Channels

   How do you move change when you don't control the people whose cooperation you need?

   You'll be able to:

   • Map who actually matters to a change — influence, interest, and the commitment you truly need.
   • Treat resistance as information about readiness, interests and implementation — not obstruction.
   • Brief senior leaders, absorb shifting priorities, and distribute credit while advocating a course.

   You'll leave with: My Change Map

   No need to have seen it first.

   Not started

   Start
3. 3
   

   Severance

   Who Gets to Decide?

   How can organizations balance coordination, accountability, and efficiency with autonomy, voice, and meaningful choice?

   You'll be able to:

   • Distinguish nominal agreement from informed and meaningful choice.
   • Evaluate organizational incentives, voice, and silence.
   • Design and test one proportionate change to a real workplace practice.

   You'll leave with: Autonomy Audit

   No need to have seen it first.

   Not started

   Start
4. 4
   

   Iron Man or The Devil Wears Prada

   Working With AI

   What should you hand to AI — and what should remain yours?

   You'll be able to:

   • Work with AI iteratively, adding context and challenging output, rather than handing work over in one shot.
   • Verify AI output in proportion to what is at stake, treating fluency as no evidence of accuracy.
   • Distinguish what a tool can produce from what the professional must decide and remains responsible for.

   You'll leave with: My AI Working Agreement

   No need to have seen it first.

   Not started

   Start

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You can take any of these experiences on its own, in any order. No account needed.

Final pathway reflection