Development Monthly | #44 June 2025 | More Than Survival: Connection, Courage and Change

“In today’s rapidly evolving landscape of UK higher education, change isn’t merely an occasional disruption—it has become the constant backdrop against which universities must operate. With widespread redundancies, stringent cost-saving measures, and shifting educational paradigms, leaders in this sector face the formidable challenge of guiding their teams through uncertain waters while maintaining institutional excellence and staff wellbeing.”

Understanding the Current Context

The UK higher education sector finds itself at a critical juncture. Financial pressures, changing student expectations, technological disruption, and policy shifts have created a perfect storm of uncertainty. Many institutions are implementing significant restructuring, with redundancies becoming increasingly common. Against this backdrop, effective leadership isn’t just desirable—it’s essential for institutional survival and continued success.

The Human Element of Change:
When managing teams through periods of transformation, recognising the profound human impact of change is paramount. Research consistently shows that uncertainty triggers stress responses, decreased productivity, and diminished engagement. For university staff—many of whom have dedicated decades to academic careers—the emotional toll can be particularly severe, affecting not only individual wellbeing but also team dynamics and organisational culture.

Building Psychological Safety

Creating environments where team members feel psychologically safe becomes even more crucial during turbulent times. In practical terms, this means establishing spaces where staff can voice concerns without fear of negative consequences. Leaders in higher education institutions should actively encourage open dialogue, acknowledge the emotional aspects of change, and demonstrate genuine empathy toward team members’ experiences.

Amy Edmondson’s research on psychological safety provides a valuable framework here: teams that can speak honestly about challenges are better equipped to navigate them successfully. For university departments facing restructuring, this might mean regular, transparent forums where concerns can be aired and collaboratively addressed.

Transparent Communication

During uncertainty, clear communication becomes the cornerstone of effective leadership. University leaders must balance honesty about challenges with a compelling vision for the future. This includes:

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References

Edmondson, A. (1999). “Psychological Safety and Learning Behavior in Work Teams.” Administrative Science Quarterly, 44(2), 350-383.

Deci, E. L., & Ryan, R. M. (2000). “The ‘what’ and ‘why’ of goal pursuits: Human needs and the self-determination of behavior.” Psychological Inquiry, 11(4), 227-268.

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