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).
If we believe in the active-learning classroom — that the only way to bring about real learning is to engage students in ways that help them revise and broaden their thinking — then student participation is a non-negotiable part of the equation. Learning does not happen without the student actively taking part.
Oddly, however, given its importance, our own definition of “student participation” is often quite limited. In the scholarship on teaching and learning, that term is almost always defined narrowly as the degree to which students take part in class discussions. And while discussion is obviously an important component of an active-learning classroom, it’s not the only component. There are many other ways in which students participate in class: writing, researching, and contributing to small group activities are just a few. If we want to accurately assess and reward participation in our courses, we need to expand our definition to include more than just the amount of times that students raise their hands.
KSU redefined the MOOC value proposition through collaboration of university leadership and faculty. The new proposition shifts measures of success beyond just course completion to include measures that benefit students, faculty, and the institution. Students benefitted through access to open educational resources, the acquisition of professional learning units at no cost, and the potential of college credit at a greatly reduced cost. Academic units benefited through a mechanism to attract students and future revenue while the university benefited through digital impressions, branding, institutionally leveraged scalable learning environments, streamlined credit evaluation processes and expanded digital education.
At a conference in Ottawa, academics, policymakers, students and community leaders addressed the role universities can play in reconciling Indigenous and non-Indigenous peoples.
What role can and should universities play in reconciliation efforts between Canadian institutions and Indigenous communities? What’s working well and what needs to change? These questions were central to a two-day symposium of university administrators, students, policymakers and community organizers called Converge 2017, hosted by Universities Canada in Ottawa last week.
Douglas Mulford worried when his lab course moved to remote instruction this past spring. Mulford, a senior lecturer of chemistry at Emory University, had worked out a system for giving in-person exams in large classes. But with his 440 students taking their final online, he feared, it would be much easier for them to cheat.
So Mulford set out to protect his test. He looked into lockdown browsers, which limit what students can do on their computers during a test, but concluded they were pointless: Most of his students had a smartphone, too, he figured, and could simply consult it instead. He thought about using a proctoring service, but wasn’t convinced it could handle this volume
of tests on such short notice. So he settled on what he calls “Zoom proctoring,” having students take their final in a Zoom room, with videos turned on, while a TA watched them and recorded the session.
This policy paper showcases partnerships between universities, students, and the private sector, which is most commonly referred to as public-private partnerships. Partnerships between the public education sphere and the private business sphere have existed in the past but in recent years it has garnered more attention.
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.
I have a question about cover letters. In your blog posts and book, you stress the importance of putting research first in a cover letter for positions at research-oriented institutions, and teaching first for openings at teaching-oriented colleges. Sometimes, though, it’s hard to tell which camp an institution falls under. Any advice?
Indeed, in presenting yourself as a desirable job candidate for a particular institution, it is imperative that your application materials align you with the main focus — the main mission, if you will — of the place to which you are applying. The cover letter is the first indicator that you understand what will make you both effective and tenurable at a given institution, and search committees looking to fill a tenure-track position want to be sure they "spend" that tenure line on someone who will be successful.
data. Germany recorded close to a 7 percent increase in international students coming to the country. This follows a jump of nearly 8 percent the previous year. Numbers have risen about 30 percent since 2012.
In most English-speaking countries, this kind of news would have university finance chiefs grinning from ear to ear: more international students means lots of extra cash from hefty tuition fees.
But in Germany, students -- on the whole -- famously pay no tuition fees, regardless of where they come from. Seen from the U.S. or Britain, this policy may appear either supremely principled or incredibly naïve. With international students making up nearly one in 10 students (and even more if you count noncitizens who attended German schools), why does the country
choose to pass up tuition-fee income and educate other countries’ young people for free?
Almost any administrative position in higher education today — department chair, dean of admissions, facilities manager — comes with a heavy workload and a lot of stress. Yet the average docent at your local children’s museum has received far more training than those of us in campus administration. It’s sink or swim: We learn by doing (or not doing) and surviving (or drowning).
A case in point: A professor I know in the social sciences stepped into a chair’s job after 15 years on the faculty. She described the experience as "the worst time of my life" as she collided with a torrent of paperwork and email, budget woes, assessment reports, risk-management demands, and centrifugal forces tugging her away from her own research, teaching, and family.
Abstract
Initiatives intended to support and advance the scholarship of teaching have become common in Canada as well as internationally. Nonetheless, the notion of a scholarship of teaching remains contested and has been described as
under-theorized. In this conceptual study, I contribute to the ongoing “theory debate” in the scholarship of teaching, applying a philosophical lens. I propose that Alasdair MacIntyre’s account of “practices,” including concepts of virtue, standards of excellence, internal goods, and transformation, offers a useful theoretical framework by which to identify the nature and defend the purposes and desired outcomes of this domain of scholarship. I argue that the moral virtues of justice, courage, and truthfulness, identified by MacIntyre as fundamental to all social practices, are essential also for meaningful engagement
in the practice of the scholarship of teaching, but that two additional and overarching virtues are needed: authenticity and phronesis.
Résumé
Les initiatives ayant pour but d’encourager et de développer la scholarship of teaching sont devenues courantes au Canada ainsi qu’ailleurs dans le monde. Toutefois, la notion même de scholarship of teaching demeure contestée et on a même dit qu’elle manquait de fondement théorique. Dans le présent article conceptuel, je contribue au « débat théorique » actuel en lien avec la scholarship of teaching en adoptant une perspective philosophique. Je suggère que les travaux d’Alasdair MacIntyre sur les « pratiques » – y compris sur les notions de vertu, de normes d’excellence, de biens internes, et de transformation – nous offrent un cadre théorique pouvant servir à identifier la nature de ce type de science ainsi qu’à défendre ses objectifs et
résultats attendus. Je soutiens que les vertus morales de justice, de courage et d’honnêteté, identifiées par MacIntyre comme étant fondamentales à toutes pratiques sociales, sont également essentielles pour un engagement profond envers la pratique de la scholarship of teaching, mais que deux autres vertus plus générales sont aussi nécessaires, à savoir l’authenticité et la phronesis.
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.
I joined the University of Virginia in 1982 as an assistant professor of business and reveled in the thrill of teaching and writing. As I advanced up the tenure-promotion ladder, I assumed various responsibilities to strengthen the institution: chair of this program and that committee and executive director of an institute.
In 2005, the president of my university called to ask if I would serve as the dean of the business school for a year. He’d been conducting a search and hadn’t been able to fill the slot in time for the start of the next academic year. He just needed a placeholder for a short while until he could close the sale with one of a number of candidates.
I was ready for a new challenge. But to leap from scholarship to administration is a big, and often one-way, move. The school really needed help. This wouldn’t be an easy assignment. My faculty friends said that I’d be giving up the professorial life that offered self-direction, flexible hours, and a cloistered world. Academic leadership is lonely and conflict-ridden. And my wife correctly foresaw the distractions, stress, long hours, and travel.
On the other hand, some of my prior work was quite relevant to the school’s needs. The issues at hand mattered a lot to me, and I wanted to rally others to them if I could. For every doubt, a reply came to mind. So I finally accepted.
What will you be expected to publish from your dissertation?
This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership.
Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although trans-formational leadership failed to predict leader job performance.
London, ON, February 23, 2018: When Canadians have the opportunity to go to school or access training while better balancing family responsibilities, they are better placed to find and keep good jobs. Making post-secondary education more affordable for Canadians is how we will continue to grow our middle class and strengthen our economy.
The department chair is a complex middle-management position located at the organizational fulcrum between faculty and senior administration. This qualitative study sought to develop a deeper understanding of chairs’ experi-ences when enacting their dual roles as managers and scholars. Using a ba-sic interpretative study design, we interviewed 10 department chairs from a medium-sized Canadian university. The participants identified three interre-lated areas of challenge: managing position, managing people, and managing self. We discuss the tensions and ambiguities inherent within these themes, along with specific recommendations for supporting this position.
It has been well established that different segments of the population are more or less likely to aspire to and attend college or university. In particular, students with disabilities, low income students, first generation students, students from rural communities, Indigenous students, and male students are less likely to attend university. These disparities in access are primarily a university issue, in that these groups are not generally underrepresented in colleges relative to the population. Based on these findings, it has been suggested that enhancing the college-to university pathway may be a vehicle to reduce inequities in university access (Kerr, McCloy, Liu, 2010).
The purpose of this study was to examine the profiles and pathways of college-to-university students in order to enhance our understanding of who is accessing this transfer pathway, and their unique needs and experiences. To do this, the motivations, experiences, and outcomes of four groups of Ontario students were examined: 1) College applicants who aspired to complete
a 4-year degree; 2) College applicants who did not aspire to complete a 4-year degree; 3) University applicants with a completed college credential; and, 4) University applicants with no previous PSE. This study also contributes to the literature by offering insights into the factors that may contribute to the persistence and success of transfer students.
All of us — even those with the best perception — are always somewhat out of touch with the exact state of the world
we live in. Today, every business is living in a time of great change, and the chasm between what leaders and
employees believe about the state of things seems to be widening.
The State of Inbound, for example, found large discrepancies between how leaders and employees rate marketing
effectiveness, and what tactics they believe are the most effective — from new marketing channels to sales
strategies.
A simplistic response to this tension might be to argue that leaders need to be more realistic and ground themselves
in the everyday realities confronting the average employee. Equally simplistic is the pressure for employees to get in
alignment with the leadership’s goals. But perhaps a different mindset is needed for everyone across the
spectrum: resilience.
There’s plenty of good research on study strategies that promote learning. It’s also well-documented that students don’t always use them. As most of us are well aware, procrastination gets in the way of learning. Cramming ends up being mostly a shovelling
exercise—digging up details and dropping them into short term-memory. But there’s also evidence that students don’t know that some strategies do more for learning than others. And guess what? Neither do some faculty.