ESRP 9000 Professor
David B. Ross
ESRP 9001 Professor
David B. Ross
The Mailman Segal Center for Human Development consisted of many departments within the Jim and Jan Moran Family Center Village on the main campus of Nova Southeastern University. As a result of the COVID-19 pandemic, the Mailman Segal Center was dissolved as a stand-alone department within the university system and was divided between other departments on the campus. This allowed the important work of the center to continue. Nova Southeastern University’s University School acquired the preschool component of the Mailman Segal Center resulting in a merger of the two programs. The newly formed organization was named Nova Southeastern University University School Preschool.
This strategic research project was designed to provide a solution to the problem of a lack of a shared vision statement of the newly formed organization outlined above. A Critical Analysis of the merger used SWOT analysis to identify sixteen key areas. The results of the Internal Factor Evaluation Matrix (Table 2) shows a total score of 2.63, which is .13 points above the 2.5 threshold. This indicates that the organization is operating positively. The Internal Factor Evaluation identified four areas of strength and four areas of weakness worthy of further investigation. The overall score as shown on the External Factor Evaluation Matrix (Table 3) of 2.99 was above the 2.5 threshold indicating four areas of potential threats and four areas of opportunity that required additional scrutiny. Based on synthesized research, it was determined that a need for a shared vision statement for the newly formed University School Preschool was critical to the realization of the merger. Martin, McCormack, et al. (2014) furthered that a clear path was paved by the vision statement of the organization.
Research identified four possible solutions to the problem. The solutions included Vision Taxonomy in a study by Allison (2017a), Developing a Shared Vision found in the research of Roberts et al. (2018), Interview and Typology as identified in a study by Kirkpatrick (2017), and Determination of the Benefits of a Shared Vision found in a study by Martin, McCormack, et al. (2014). In their study, Roberts et al. (2018) determined that there is a path that needs to be taken to create a shared vision statement between two entities within a college setting. Therefore, Developing a Shared Vision was chosen to solve the problem of no shared vision statement of the newly formed organization.
A Quantitative Strategic Plan Matrix was conducted to determine which strategy would be used to implement the solution of creating a shared vision statement. The results yielded a total attractiveness score of 2.58 in favor of a Bottom-Up approach to solving the problem. An action plan was created which included the seven goals of selection of change agents, selection of liaison group, setting meeting schedules and agendas, vi collaboration meetings, written draft of the vision statement, final vision statement, and debrief with all parties involved. This plan will take place over the duration of a school year with the majority of the time devoted to the collaboration meetings. Recommendations for this project include future research for adding stakeholders such as representatives from the university, the parent organization, and community members to the process of developing the vision statement. Further, recommendations were made to ensure that meetings were held on teacher planning or workdays to ensure participation.
Strategic Research Project-NSU Access Only
Doctor of Education (EdD)
Abraham S. Fischler College of Education
Amber M. Ryan. 2021. Organizational Merger During a Pandemic: Development of a Shared Vision. Capstone. Nova Southeastern University. Retrieved from NSUWorks, Abraham S. Fischler College of Education. (40)