Planning Organizational Change: Hidden Supports, Hidden Challenges | Jennifer Nelson, Assistant Professor, University of Illinois

The need to implement strategic changes within a specific timeframe is common in organizations, and as a result, so too are multiple co-occurring changes within one organization or unit. But experience and research testify to the strain that change places on internal employee relations. These include changes to organizational structure, technology, employee status, and culture, which can bring about feelings of uncertainty, threat, and resistance among employees. However, achieving different kinds of changes within a timeframe is possible. Drawing on examples from studies in management and organizations, as well as her own research on school districts and higher education, Dr. Nelson will describe three ways that organizational leaders can navigate periods of intense change in their organizations. Effective leaders recognize how seemingly unrelated organizational arrangements can foster (or hinder) cross-group collaborations. In the same vein, they recognize that change initiatives that appear unconnected can, if not thoughtfully sequenced, have unintended consequences on employee engagement and trust in leadership. Effective leaders also look beyond surface expressions of employee resistance to more deeply understand true hurdles to policy implementation in their organizations.

Jennifer Nelson is an assistant professor at the University of Illinois Urbana-Champaign in the Department of Education Policy, Organization, and Leadership, and the School of Labor and Employment Relations (by courtesy). She studies work and organizations from a sociological perspective, with a focus on social dynamics between professionals and how organizational practices generate or ameliorate social inequalities between employees. Her recent research examines mid-level leaders’ role in policy fidelity and how the order in which change initiatives are implemented affects the success of those initiatives, as well as internal relations between employee groups. Across her research, she magnifies how organizational leaders’ decisions and behaviors – including the operational procedures, communication strategies, and interpersonal example they set – are vital to fostering coworker support, and in turn, organizational effectiveness. Dr. Nelson received her PhD in Sociology from Emory University and was previously an Institute for Education Sciences postdoctoral fellow at Vanderbilt University.

Keynote Reference List

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Masterson, S. S. (2001). A trickle-down model of organizational justice: Relating employees’ and customers’ perceptions of and reactions to fairness. Journal of applied psychology, 86(4), 594.

Meyerson, D. E., & Scully, M. A. (1995). Crossroads tempered radicalism and the politics of ambivalence and change. Organization science, 6(5), 585-600.

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Nelson, J. L. (2019). How organizational minorities form and use social ties: Evidence from teachers in majority-White and majority-Black schools. American Journal of Sociology, 125(2), 382-430.

Nelson, J. L., Jimenez, M., & Bruno, P. (2025). Hiring Under Constraint: How School Administrators Perceive and Respond to Centralized Screening by the District. AERA Open, 11, 23328584251351552.

Small, M. L. (2009). Unanticipated gains: Origins of network inequality in everyday life. Oxford University Press.

BOX FOLDER CONTAINING RESOURCES

Presentations and Exhibitor booths will be facilitated by departments from across the university, showcasing their best practices and resources. You will have ample opportunity to network, swap strategies, and identify opportunities to collaborate.

Leveraging Adaptive Strategies in Times of Change | Presenters: Rebecca McNaught & Becky Hinrichs

During this session, we invite you to dive into the essentials of change management, exploring strategies for adaptive leadership in dynamic environments by tackling key topics such as pushing boundaries and managing resistance.

Session Presentation Slides

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Making a significant decision usually takes more time and effort than we’d like, but making an impactful decision in a constantly changing world can often seem downright impossible. It doesn’t need to be, though! In this session you’ll learn what causes our decision-making difficulties and some techniques to help overcome the analysis paralysis we often face.

Session Presentation Slides

Breaking Down Silos: Transforming HR Service Delivery with Matrix Teams | Presenters: Julie Block, LaSonia McBride, Amanda Smith, Mai Nasr, and Jenna Jeffers

This presentation demonstrates how implementing a matrix team model enhances human resource service delivery and strategic partnership by reducing information silos, strengthening collaborations, and improving overall customer service. It emphasizes key goals such as stakeholder alignment, streamlined processes, and access to expert support. The model’s benefits include increased customer satisfaction, a stronger culture of collaboration, and measurable performance improvements supported by clear metrics.

Session Presentation Slides

Transparent Reporting: Driving Clarity and Confidence | Presenters: Kristie Nock, Michelle Lewis, and Tom Cottrell

This session explores how transparent reporting transforms project management into a strategic advantage. In an era where clarity drives collaboration and trust fuels performance, transparent reporting is more than a buzzword—it’s a catalyst for smarter decisions and stronger alignment. Join us to learn practical frameworks and tools that make reporting progress clear, actionable, and stakeholder friendly.

Session Presentation Slides

SPMO Project Communication Plan Template

SPMO Agenda Template

RAID-C Log

SPMO Best Practices Webpage

• AI Agents for Everyday Business Administration and Operations
• ATLAS Data Services Center: Empowering Data‑Driven Decision Making
• Business Process Improvement Community of Practice
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• Campus Services Showcase: Powering Business and Operational Excellence
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• Let’s Talk Data with AITS
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• Savannah Shared Services Center: Empowering Units with Tools for Operations, Access, and Support
• Strategic Project Management Office
• Upskilling with Artificial Intelligence
• Your Voice, Our Strategy: The Future of HR Communication