Lead Time

"Probably a few months to do the research, then allow some time for the campus to digest and debate the idea... So they might get something done in the fall. Okay, that's not terrible. Then allow some time for discussion... That could take several months or more, depending on how it's received. So that means next spring... Yeah, but we have to have the '27-'28 schedule in the system by January so registration can start in March."

"And don't forget the next faculty contract cycle that starts in fall of '27. We'd need to ensure that the change is built into that. Before we've actually committed to the change? I guess so, yeah. So we'll have to negotiate for something while still debating whether it will actually happen?"

"If the negotiation isn't smooth? That could push it back another several years. Seriously? Yup. During which time we would continue to get the unsatisfying results we're getting now? Pretty much."

Academic administration involves substantial structural barriers to implementing change. A proposed schedule modification requires a working group to conduct research over several months, followed by campus-wide discussion and debate lasting additional months. Summer breaks, exam periods, and pre-exam preparation further extend timelines. Registration deadlines necessitate finalizing schedules by January, creating misalignment with decision-making processes. Faculty contract negotiations beginning in fall add another layer of complexity, requiring commitment to changes still under debate. If negotiations encounter difficulties, implementation delays extend several additional years. Throughout this extended period, institutions continue operating under existing unsatisfactory conditions. These interconnected administrative cycles create systemic obstacles to organizational change.

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