College Mergers: Applying Family Theory to Higher Education Stress & Change
The landscape of higher education is shifting, marked by an increasing number of college and university mergers and restructuring efforts. While these changes are often discussed in strategic terms – budgets, enrollments, efficiencies – a crucial element is frequently overlooked: the human impact. Increasingly, experts are applying principles of family systems theory to understand how these institutional shifts affect the people within them, recognizing that colleges and universities aren’t simply workplaces, but complex relational systems.
Jessica Troilo, a family scholar and author of recent work exploring how media reflects family dynamics, has begun to examine higher education mergers through this lens. Her interest stems both from professional observation – having experienced several mergers firsthand – and a growing recognition that the emotional and systemic consequences of these transitions deserve greater attention. This approach challenges the conventional focus on purely logistical aspects of institutional change, prompting a deeper consideration of how these changes feel to those involved.
Beyond Budgets: Universities as Relational Systems
Family systems theory, traditionally used to understand dynamics within families, posits that individuals don’t operate in isolation. They are embedded in networks of relationships, roles, and expectations. Change within one part of the system inevitably ripples through the whole. This concept translates surprisingly well to the university setting. Departments function as subsystems with unique cultures, and norms. Faculty roles are defined by expectations, traditions, and power structures. And leadership operates within – and is often shaped by – the emotional climate of the institution. Leadership isn’t simply about directing change; it’s about navigating a complex web of interconnected relationships.
When a merger occurs, it’s not merely a reorganization of reporting lines. It disrupts these established systems. This disruption triggers responses – resistance, adaptation, anxiety – that are often rooted in deeper systemic dynamics. Understanding these dynamics, Troilo argues, is crucial for navigating institutional change effectively. It’s about recognizing that what appears as resistance might actually be a response to uncertainty, and what seems like conflict could reflect shifts in roles and identity.
Stress, Adaptation, and the Double ABC-X Model
The application of family theories extends beyond simply recognizing the systemic nature of universities. It likewise provides a framework for understanding the stress and adaptation processes that unfold during mergers. Why do some faculty members readily embrace change while others actively resist it? Why do certain departments turn into more cohesive, while others fracture? Why do mergers sometimes feel less like strategic realignment and more like a profound loss?
These questions aren’t solely management issues; they are fundamentally systems questions. Frameworks like the Double ABC-X model of stress and adaptation, originally developed to understand family responses to stressful events, offer valuable insights. This model suggests that stress isn’t simply a result of the event itself (the “A” factor – the merger), but also of the resources available to cope with it (the “B” factor), the perception of the event (the “C” factor), and the long-term consequences (the “X” factor). In a university merger, resources might include financial support for retraining, clear communication from leadership, and opportunities for faculty input. Perception is shaped by factors like trust in leadership and the perceived fairness of the process. And the long-term consequences might involve changes in job security, research opportunities, or departmental culture.
The concept of ambiguous loss, another key element of family systems theory, is also relevant. This refers to the emotional distress caused by losses that are unclear or lack closure – for example, the loss of a program, a role, or a sense of institutional identity. Communication patterns within departments and across the institution play a critical role in how ambiguous loss is processed and managed.
A New Lens for a Changing Landscape
Troilo’s work suggests a shift in perspective is needed. By reframing colleges and universities as systems under stress, we can move beyond a purely technical approach to mergers and begin to address the emotional and relational consequences of these changes. This involves recognizing that resistance isn’t necessarily a sign of obstructionism, but rather a natural response to disruption and uncertainty. It also requires creating space for dialogue, fostering trust, and providing support for those navigating the transition.
The upcoming series will delve deeper into these concepts, exploring how family systems theory illuminates the personal impact of mergers, how stress influences adaptation, how ambiguous loss manifests in shifting institutional landscapes, and how conflict and alliances form under pressure. The goal is to provide a more nuanced and human-centered understanding of institutional change in higher education.
As higher education continues to evolve, with mergers and restructuring efforts likely to remain commonplace, a systems-based approach – one that acknowledges the emotional and relational dimensions of change – will be essential for ensuring successful and sustainable transformations. Because, as Troilo emphasizes, mergers don’t just combine institutions; they reshape the systems people live and work within. Understanding those systems is the first step toward navigating the changes ahead.
For further information on the challenges facing higher education, resources are available from organizations like the American Council on Education: https://www.acenet.edu/. The Chronicle of Higher Education provides ongoing coverage of mergers and restructuring: https://www.chroniclevitae.com/. Understanding the psychological impact of organizational change is also a growing field, with resources available through the Society for Industrial and Organizational Psychology: https://www.siop.org/.