• Take your time and do not rush the process. • Develop an agenda to outline the need for change. • Define where you sit in the decision-making process and how the advisory/input system will work. • If you are new to the institution, learn from knowledgeable people what the cultural norms for dialogue and change exist. • Identify how the communication process will work, invite feed- back on the process, be open to adjust it based on feedback. • Have others help identify the problems this will address and communicate the need to address these common goals. • Gain support for the agenda with the provost and through meetings with individuals and groups likely to influence changes. • Bargain and negotiate authentically. • If there is an appeal structure to these decisions, inform the faculty how it will work (and make sure your boss has agreed). • Identify who is responsible for implementing the agreed changes. 1 Several of these principles are adapted from Bolman and Deal (2010). TABLE 5.1 Recommended Principles in Reorganizing the Dean’s Office1