BROADER THINKING IN EDUCATIONAL LEADERSHIP DECISIONS

Abstract

Universities and colleges are facing a variety of threats that impede traditional decision-making. Technology selection can have a great impact on the institution. Institutional silos sometimes make collaboration and cohesion very difficult (Hanover Research, 2014, p. 20; Kelderman, 2016; Lederman, 2013). As institutions lose funding and political capital while struggling to collaborate, new policies and ways of thinking must be explored and implemented (Lederman, 2013). The goal of this article is to demonstrate that using broader thinking is one method that can aid higher education leaders in finding solutions. Broader thinking becomes practice when decision makers find ways to create flexible technological ecosystems and use common language (Venkatraman, 2007; Merrill, 2012). These practices decrease wasteful spending, avoid common pitfalls, use principles to increase collaboration, and avoid barriers to communication. Studying these successful examples can illustrate to leaders the usefulness and effectiveness of broader thinking policies.