Building Trust and Collaborative Participation in the Strategic Plan: Exploring the Interplay of Governance and Daily Practices at Williams College

Abstract

This chapter provides an ethnographic look at higher education strategic planning through the lens of Williams College’s 2018–2020 effort to develop a 20-year plan for the institution. The critical analysis of Williams’ multi-community engagement contributes to studies of higher education and to literature in the sociocultural anthropological field of “policy as a practice of power” by applying core tenets of the field to strategic planning analysis. Drawing on 12 months of participation-observation and documentary research, the investigation brings into focus Williams’ heterarchical leadership structure and the negotiation practices that contributed to establish the legitimacy and appropriation of William’s strategic plan values. The chapter also shifts toward a contextualized perspective of strategic planning, highlighting campus community divides and the practices that contributed to bridge these fault lines and foster trust during the Fall 2019 campus-wide outreach process. Through the chapter, the analysis re-interprets beliefs of strategic planning and implementation as a top-down, normative imposition, and brings an ethnographic lens to reveal practices of negotiation, convergence, and value appropriation.

Citation

Boutillon, D. (2022), "Building Trust and Collaborative Participation in the Strategic Plan: Exploring the Interplay of Governance and Daily Practices at Williams College", Sengupta, E., Blessinger, P. and Nezaami, N. (Ed.) Governance and Management in Higher Education (Innovations in Higher Education Teaching and Learning, Vol. 43), Emerald Publishing Limited, Leeds, pp. 35-55. https://doi.org/10.1108/S2055-364120220000043003