Volume IV: What works, what matters, what lasts, 2004- present » Postings in 2004 » Leadership in creating a quality educational product »
Volume IV: What works, what matters, what lasts
The challenges and process of getting institutional teams to flourish
October 8, 2004
- A shepherd's view of The politics and process of change
- Focusing on his experiences as Wittenberg's "building shepherd" from 1999-2004, Timothy Lewis emphasizes the outstanding impact a new building can have on a campus and the instructional process of creating a new science space
- The politics and process of change: institutional building-planning teams
- Design professionals, engaging with campus communities to dream about, design, and construct new spaces for science, are experienced with bringing people together around a common vision, gaining the strong sense of shared understanding, accomplishment, and institutional loyalty that leads to a productive outcome for their work: ". . .it is essential that good decisions are made, as the consequences of poor decisions can be far-reaching in both time and money, as well as on the institutional mission over the long-term." Colleagues from the Science Facilities Planning and Design Group at Einhorn Yaffee Prescott, Cahal Stephens, Charles Kirby, Leila Kamal and Kip Ellis, share their insights.
- Communication, Communication, Communication
Connecting Assessment to Enhance Student Learning
- In the real estate profession, the mantra is "location, location, location." In most other pursuits, an advisable mantra might be "communication, communication, communication." The prudence of academic leaders adopting such a mantra in the instance of assessment of student learning is easily illustrated by even the most fleeting review of institutional case studies where false starts, strong beginnings accompanied by equally strong fizzles, and outright "no-go's" are evident.