Campus feedback for De Anza College president search
Below are links to summaries of feedback given by students, administrators, faculty and classified professional staff to assist with the De Anza president search. Specifically you will find links to:
CAMPUS FEEDBACK SURVEY Results
Conducted over several weeks through Survey Monkey, this survey was open to everyone
on campus. It posed four questions: What unique challenges and opportunities will
the new president of De Anza College face over the next 5 to 10 years; describe the
background, experience, and skills the ideal candidate would possess; what are the
personal and professional attributes you would most like to see in the next leader
of De Anza College; and what do you see as De Anza's strengths.
Below are the survey responses, presented in two different ways.
This is a summary report from Minh Le, a leadership and organizational effectiveness consultant retained by the chancellor. The report describes the processes he used and summarizes the results. It covers an organizational customs survey (OCS) taken voluntarily by members of work groups across the campus; keep-stop-start (KSS) suggestions from those groups; and focus groups that the consultant facilitated with students, community members, administrators, classified staff and faculty members. At the end of the report (p. 20 of the PDF), in a section called Regarding a Collective Vision for the Future, the consultant summarizes the ideas he heard emerge from the campus.
FOCUS GROUP COMMENTS
Facilitated by Minh Le, each group of volunteer participants was asked to individually
propose and collaboratively rate new initiatives or improvements that would have the
most positive impact on organizational effectiveness and responsiveness to the needs
of students and the community.
Community focus group results (PDF) - De Anza Commission and Foothill-De Anza Foundation board members
In the section below are links to the results of the organizational customs survey for the campus and keep-stop-start comments by work group.
Posted Jan. 14, 2020
Interim survey results released
Minh Le, a leadership and organizational effectiveness consultant who is helping the district prepare for the De Anza president search, has provided interim reports on the first phase of an assessment and visioning process. This information is being made available for use by the focus groups that will be held in the coming days. Anyone with questions or comments about the process or results is welcome to contact Minh directly at email@example.com or 650-625-9099.
Some 282 faculty, staff and administrators at De Anza took part in the process. The first phase of the process used two instruments provided by the Wilfred Jarvis Institute:
- An Organizational Customs Survey (OCS) to assess 30 different organizational effectiveness indicators from the perspective of the people within the organization.
- A Keep Stop Start (KSS) Form designed to solicit free-form suggestions from respondents
regarding what their ‘work unit” and/or the organization should do to:
- Keep the helpful and appreciated practices
- Stop the practices that are not helpful or appreciated
- Start the helpful and appreciated practices that are currently missing
Members of 14 "work units" at the college were invited to take the Organizational Customs Survey and fill out the Keep-Stop-Start Form. They are listed below with the final number of responses listed in parentheses:
- Communications & External Relations (14)
- Administrative Services (19)
- Student Services (75)
- 11 Divisions within Instruction:
- Academic Services & Learning Resources (34)
- Equity & Engagement (10)
- Biohealth & Environmental Sciences (12)
- Business, CS and Applied Technologies (19)
- Creative Arts (6)
- Intercultural & International Studies (11)
- Language Arts (20)
- PE & Athletics (9)
- Physical Sciences, Math & Engineering (34)
- Social Sciences & Humanities (18)
- CTE & Workforce Development (0)
The reports from the Organizational Customs (OCS) Survey and the KSS Form are now available for review:
A detailed overview of the process and results was provided by Minh Le and is available here:
A brief explanation about how to interpret the results, extracted and summarized from the longer document, is offered below.
Interpreting OCS Survey Scores
The survey consists of 30 statements and respondents are asked how frequently each occurs. Some statements described a favorable condition, such as “In my area of the organization, morale was high.” A grade (A, B, C or D) would be given to that answer based on the premise that if such a condition was more often true, a higher grade would be given.
Some of the 30 statements described an unfavorable condition, such as “Some of the officially required procedures used in De Anza College reduced our productivity.” A grade (A, B, C or D) would be given based on the premise that if such a condition was less often true, a higher grade would be given.
Based on this methodology, A grades are always better to have than B, C or D.
How Keep-Start-Stop (KSS) Forms Are Organized
More than 1,300 comments were submitted and needed to be categorized for each “work unit” of the college to help make reading and analysis easier and faster. The facilitator (Minh Le) carefully read through each KSS form then placed each comment in a category or theme with other comments that referred to the same category or theme. Unless there were at least three comments in a theme, comments remained “uncategorized”. The categories were ordered in the KSS report according to how many comments there were in each one, with the uncategorized comments listed last.
The facilitator extracted 18 comments from the KSS report because they were little more than direct advocacy for or against individuals by name or position. That is not one of the purposes of the assessment, especially when such advocacy contains no description of practices. These comments were conveyed to the Chancellor’s Office to be considered and/or shared with appropriate leadership in a manner consistent with the policies and practices of the organization.
Caveats and Comments
Minh Le offered the following caveats and comments related to interpreting the Organizational Customs Survey results:
"OCS results are not facts, but only represent the perceptions of the respondents. While it can be argued that the members of an organization should be most knowledgeable about its effectiveness or lack thereof, their perceptions can be inaccurate, even if they are shared.
"The great majority of human beings, however, tend to operate as though their perceptions (positive and negative) were true, and this tendency has an enormous impact on their productivity, satisfaction, and their responsiveness to the needs of the stakeholders in their world...
"It is a fact that perceptions are not fixed but can change. Effective leaders do not argue with people’s negative perceptions, become defensive about them, or become hostile toward people for being candid about their points of view. Instead they employ sensitive communication skills to understand the causes, apply intelligent problem-solving methods, and take effective corrective actions to change those perceptions for the better."
Participants in the next phase in the process, the focus groups, are invited to review the OCS and KSS reports. Reading the reports can stimulate thinking about what would be the most desirable new initiatives or improvements that would have the most positive impact on the effectiveness of organization as well as its responsiveness to the needs of students and the community in the next decade.
A series of two-hour focus groups will be held from Wednesday. Nov. 13, through Friday, Nov. 15, on the campus using group interactive technology. All who volunteered were accommodated in the following focus groups:
- Student Focus Group – 4-6 p.m. on Nov. 13
- De Anza Commission/Foundation Focus Group – 9-11 a.m. on Nov. 14
- Administrators Focus Group – 12-2 p.m. on Nov. 14
- Classified Professionals Focus Group – 9-11 a.m. on Nov. 15
- Faculty Members Focus Group – from 12-2 p.m. on Nov. 15
Participants will be asked to put forward ideas and work with other participants to prioritize and brainstorm the top priorities.
The reports from those focus groups will become available later this month along with a report covering the entire process.
Posted Nov. 11, 2019