“We’ve Always Done It This Way” - Why Change Feels Like an Uphill Battle

Grace Murray Hopper was a pioneering computer scientist who said, “The most damaging phrase in the language is: ‘It’s always been done that way.’” Granted, she was talking about data processing in the late 1970s. Yet, the sentiment is universally applicable in many ways.

Twenty years in higher education, I have heard this phrase more times than I could possibly count. It would be disingenuous of me to say I wholeheartedly embrace change. More often than not, I lean toward the comfort of the known. I can better prepare for any multitude of scenarios. But change? That knocks me off course. It’s uncomfortable. For the last few years, I’ve worked with some talented analysts who I pushed daily to “be comfortable with the uncomfortable.” Was I living that myself? If I’m honest, it was probably a 50/50 split.

Over the last few weeks, I have had the opportunity to talk with different institutions about the core functions and responsibilities in their roles as campus planning directors, design and construction leaders, and space management directors. A common thread, to no surprise, was the resistance to change—changing how we view space allocation and use expectations. One individual asked: “How do I effectively use change management to shift the culture here?”

Change management is often lacking from comprehensive planning efforts. Yet, it is critical to enacting creative and innovative solutions. Regardless if your institution is expanding or reducing its square footage, most institutions have some strategic driver for operational excellence. There is no shortage of discussion on the planning and design process. So, why is the conversation usually lacking in how we’ll implement change?

I’m sure you could offer a few cynical takes, but I’m genuinely curious. I have a few hunches:

• Most institutions don’t have anyone on staff with the necessary skills and experience.
• The pandemic upended the “norm,” and we’re just now starting to see the “next norm” take shape. Do we have the mental fortitude to take on something new?
• Is leadership willing to spearhead this effort?
• Change is really damn hard.

From my own experience, I know that change management isn’t just about processes—it’s about people. I’ve been involved in projects where resistance to new space strategies wasn’t due to lack of logic but to the emotional and cultural ties people have to space. Faculty members who have occupied the same offices for decades, departments that define their status by the square footage they control—these are deeply ingrained mindsets. Addressing them takes more than just data and logic; it takes empathy and strategy.

I don’t think there is a one-size-fits-all solution, and I don’t think this is a “rip off the bandage” situation. Start small. Pilot this on one or two projects. Identify key stakeholders early and engage them in the process. Is there an existing framework that can be adapted from existing methods such as John Kotter’s 8-Step Process and the Prosci ADKAR Model? Does your institution have someone with expertise—perhaps the School of Business? I have started to see this function embedded in operational units such as the Office of Institutional Excellence at Clemson University and the Office of Human Resources at Penn State.

Beyond formal frameworks, data can be a powerful tool in overcoming resistance. Space utilization data, occupancy trends, and benchmarking against peer institutions can help frame the case for why change is necessary. People may resist opinion, but it’s harder to argue with well-presented evidence. Have you used data in a way that made people rethink their stance?

So, I leave you with a question: How do we make change management a more integrated part of space planning efforts? Have you seen successful approaches in your institution? Let’s keep this conversation going—because if we’re not talking about change management, we’re setting ourselves up for frustration when the change inevitably comes.

By: Alyson Goff