| Regional accreditation is a vital component to doing business in U.S. higher education. While the culture of accreditation emerged out of necessity in the 20th century higher education landscape, the regional higher education associations were initially established to foster an active intellectual exchange among member institutions. The evolving demands of contemporary higher education have inspired the regional accreditation agencies' shift from a culture of continual improvement through peer review, to a greater expectation of USDE-mandated accountability. This qualitative case study explored the dynamic between NEASC's Commission on Institutions of Higher Education and a Roman Catholic, liberal arts, baccalaureate institution during a pivotal fifteen-year period at the College. Utilizing the framework of John Kotter's 8-Step Process for Leading Change to analyze institutional self-studies, correspondence between the College and the Commission, and participant interviews, this study explored the change process at a NEASC member institution. Analysis of the results provides insight into the internal and external factors that led to a major change in the governance structure of the College, and the initial impact of the governance change. Recommendations are detailed which promote a proactive approach to the self-study review process, and a productive dynamic between the accreditation agency and member institution. |
