Good boards ask good questions, and great boards ask great questions. The ability to ask meaningful questions is an important skill in the boardroom and fundamental to effective governance. Said the chairman of Bain & Company, Orit Gadiesh, in a 2009 Harvard Business Review interview, “The most distinguished board is useless and does a real disservice to the organization, in my view, if the people on it don’t ask the right questions. If you’re not asking questions, you’re not doing your job.”
The other day, a person I like and trust sent me a text: “(So-and-So) is throwing you under the bus
right now.”
“No!” I texted back. “What now?”
Thanks to some fast finger work, I provided the real facts about the current meeting topic and my text partner was able to relay them and defend my honor. The crisis was averted and the benefits of cultivating a guardian-angel network were once again revealed.
But cultivating such a network is hard work. And ensuring that every gathering is populated by at least one person who will have your back is an impossible task. So what are the best ways to manage those people who seem intent
on tearing you down?
College and university leaders have been consumed since last summer with trying to understand public attitudes about them, as surveys and studies -- like this and this and this and this -- have delivered evidence of growing skepticism and doubts about the value of what consumers and society get from higher education.
Gallup injected yet more data into the mix Friday, with a new survey that both reinforces the idea that higher education has seriously alienated white male Americans without a degree and underscores that people think very differently about the topic depending on the words you use.
Stephen Lake, co-founder and CEO of Thalmic Labs, and Sarah Prevette, founder and CEO of Future Design School, are directors of Communitech
Ira Needles had an appointment that he wasn’t going to miss 60 years ago. Something was on his mind, something grand and disruptive. His test audience was a meeting of the Kitchener-Waterloo Rotary Club on August 27, 1956.
Needles, the president of B.F. Goodrich Canada Ltd., issued a challenge to Canadian universities and industries: if Canada was to meet its ambitions to the end of the century, it needed to find another 150,000 engineers and technicians.
He spelled out the solution – the tight integration of classroom learning with on-the-job experience – in the Waterloo Plan, which became the blueprint for co-operative education at the founding of the University of Waterloo in 1957.
Perhaps the most powerful meme in all of higher ed is the one about staff bloat.
The growth of non-faculty postsecondary staff is blamed for everything from rising higher education costs, increased student debt, and the loss of faculty autonomy.
Admittedly, my interest in this story is self-interest. As a non-faculty postsecondary professional, it appears that I’m part of the problem. Leaving aside my own dog in this fight (if that is possible), I have to wonder about this overall narrative.
If staff are so bloated, why is it that every part of higher education that I observe seems to be so understaffed?
Colleges can not only help students past their immediate crises, writes Joseph Holtgreive, but also encourage them to unlock capacity that they didn't know existed and ways of tapping into it.
When leaders of the world’s seven most advanced economies meet on June 8 and 9 in Charlevoix, Que., the top-line agenda item will be preparing for the jobs of the future.
What exactly does this agenda item mean for the Canadian workers, students and employers?
The proliferation of new technologies, such as artificial intelligence (AI) and advanced robotics are changing the face of work. Some jobs will be fully automated. Others will require humans to work alongside emerging technologies, leveraging the best of what machines are good at – routine tasks and analytics – against what humans are best at – critical thinking and creativity.
All transitions are difficult. But there is no doubt that following a long-serving leader brings particular challenges. We tend to focus on the brief administrations that so many leaders in higher education are serving right now. We’ve all witnessed such short tenures -- leaders moving on to other opportunities or unfortunately encountering difficulties that result in other people making that decision for them. But among the key transition issues discussed less often are the challenges that occur at the retirement of long-serving leaders -- in many cases, the “founding” deans or directors of key organizations or departments.
Emotional blackmail is not a pleasant thing to encounter, and many of us succumb to it without even realizing it at various stages in our lives. The truth is that there are many manipulative people out there, who seem to thrive on getting a one-up over someone they deem to be vulnerable and/or they feel they can take something from. As a result, emotional blackmail is something you should do your utmost to avoid. If you think you’re already in such a situation, you need to be able to recognize the signs to identify
emotional blackmail and put an end to it. Here is our guide to dealing with emotional blackmail:
In fall 2015, Ontario appointed five members to The Premier’s Highly Skilled Workforce Expert Panel (Panel) – Chair, Sean Conway, and members Dr. Carol Campbell, Robert Hardt, Alison Loat, and Pradeep Sood (see Appendix E:
Expert Panel Member Biographies). Panel members were selected based on their professional experience, knowledge of the business climate, and relationships with a cross-section of stakeholder groups, and on their understanding of employers, the education and public sectors, and issues related to the labour market.
In this paper we use co-constructed autoethnographic methods to explore the tensions that animate the meaning of “disclosure” in university and college environments. Drawing insight from our embodied experiences as graduate students and university/college course instructors, our collaborative counter-narratives examine the ordinary ways that disclosure is made meaningful and material as a relationship and a form of embodied labour. Our dialogue illustrates the layered nature of disclosure—for example, self-disclosing as a disabled student in order to access academic spaces but not self-disclosing to teach as an instructor. Katie uses phenomenological disability studies to analyze disclosure at the intersection of disability
and pregnancy as body-mediated moments (Draper, 2002). Nancy uses Hochschild’s (1983) notion of “emotional labour” to explore how socio-spatial processes of disclosure can be an embodied form of “extra work” (e.g., managing perceptions of stigmatized identities).
At a time when graduate schools are under pressure to produce more minority Ph.D.s, surveys at Yale and Michigan show the challenges facing nonwhite doctoral students.
A few weeks ago, I had a good experience using a new educational-technology tool. I also had a bad experience using a new educational-technology tool. Actually, they were the same experience and the same tool.
Anybody who has spent any time experimenting with educational-technology knows exactly why that is not a
contradiction in terms.
The tool in question was the online annotating program Hypothes.is. Most historians I’ve heard talk about Hypothes.is seem to use it only as a way for students to annotate primary sources, but I had my students use it as a means to critique each other’s papers. First I asked students to post their research paper prospectus on a blog or on Scalar (another really interesting educational technology that I’ve been using). I set up a common Scalar page to serve as the class syllabus, and put links on it to all the students’ papers. They each had five prospectuses to read and comment on over the course of a single class period.
Watching the crackdown on protestors in Turkey four years ago, Ayca Koseoglu, then a recent MA graduate from a university in Ankara, had two thoughts.
“I thought there was no life in Turkey for people like me any more, for academics,” said Ms. Koseoglu, who decided she had to go abroad to continue her education.
Her second thought was that she wanted to research how political movements used public space to stand up to repressive regimes, whether in Turkey, the Middle East or the United States.
Several studies suggest that graduate students are at greater risk for mental health issues than those in the general population. This is largely due to social isolation, the often abstract nature of the work and feelings of inadequacy -- not to mention the slim tenure-track job market. But a new study in Nature Biotechnology warns, in no uncertain terms, of a mental health “crisis” in graduate education.
Students Will Rise When Colleges Challenge Them to Read Good Books
MONTREAL -- It’s not whether to talk to students about sensitive current events like the white supremacist violence in Charlottesville, Va., but how. That was the upshot of a panel called “Teaching in Our Contemporary Moment” here Monday at the annual meeting of the American Sociological Association.
“You have to talk about those things in your class,” said Tanya Golash-Boza, a professor of sociology at the University of California, Merced, who specializes in race and immigration. “Whatever you think of sociologists, they’re more socially aware than the biologists and the computer scientists … You have to remember that sociology is a place where students come to talk about what happened yesterday, what happened last week.”
Instruction of team skills is quickly emerging as an important and missing dimension of engineering education. This project evaluated a new framework for guiding students in providing self- and peer assessments of their effectiveness in teamwork. This framework is the foundation for a new web-based tool that offers students structured feedback from teammates, along with personalized exercises and actionable strategies that guide targeted learning in the areas thereby identified. Specifically, the study documented in this report investigated whether the feedback framework, when used for intra-team self and peer feedback, increased students’ abilities to learn about and improve their team-effectiveness in executing design projects.
Have your students ever told you that your tests are too hard? Tricky? Unfair? Many of us have heard these or similar comments. The conundrum is that, in some circumstances, those students may be right.
Assessing student learning is a big responsibility. The reason we report scores and assign grades is to communicate information about the extent of student learning. We use these indicators to judge whether students are prepared for more difficult work or ready to matriculate into majors or sit for certification exams. Ideally, scores and grades reflect a student’s learning of a particular body of content, content we intended them to learn. Assessments (e.g., tests, quizzes, projects, and presentations) that are haphazardly constructed, even if unintentionally, can result in scores and grades that misrepresent the true extent of students’ knowledge and leave students confused about what they should have been learning. Fortunately, in three easy steps, test
blueprinting can better ensure that we are testing what we’re teaching.
As professors are consistently reminded, in a student's world of class rank, graduate school admissions and a highly competitive job market, grades rule. Given that, fairness and accuracy in the testing by which we measure student performance and assign grades is one of the foremost commandments of the professoriate.