In part, because many planned organizational improvements fall short of their intended goals, higher education administrators have not been able to promote sustained improvements. Most university leaders have been promoted into leadership roles without experience and training to enable them to foresee and address unintended outcomes of their decision making; often, the culture in higher education institutions promotes continuation of the status quo. However, in times of crisis, such as those related to reductions in budgets, many unintended consequences develop as leaders attempt to address change. Unintended consequences have implications related to the success or failure of planned change and higher education administrators must address such outcomes appropriately. This article discusses issues related to unintended consequences of policy changes in higher education.

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