Abstract
The purpose of this article is to describe how one university counseling center went about the process of changing its management style and subsequent service delivery. In a relatively short period of time the center went from the traditional director-staff relationship to a collective governance process. This shared governance process is based on the assumptions that the product of collective planning, shared responsibilities, and group decision making enhance morale, creativity, and productivity. As a result of the arduous tasks involved in the shift of administrative styles, the center has established group accountability, collective decision making, open communication, and total group program development. For this center's staff the transition to nonauthoritarian governance has been both stimulating and exciting. However, the process of change involves high risks, continual cooperation, and a climate of support. Without these ingredients the potential for creative management will be sharply reduced.
Similar content being viewed by others
References
Aulepp, LuAnne, & Delworth, Ursula.Training manual for an ecosystem model. Boulder, Colo: WICHE, April 1976.
Kaiser, Leland. Designing campus environments.NASPA Journal 13, 33–39, Summer 1975.
Author information
Authors and Affiliations
Rights and permissions
About this article
Cite this article
Weissman, S., Morrison, R.L., Krebs, D.O. et al. Designing a growth-producing environment. Alternative Higher Education 2, 300–308 (1978). https://doi.org/10.1007/BF01080159
Issue Date:
DOI: https://doi.org/10.1007/BF01080159