For 10 years, I’ve been teaching study skills to college students, both individually and in the classroom. The vantage from my office offers me a clear view of students devouring information during tutoring appointments and focusing intently on the strategies shared during study skills counseling sessions. The effort and time they pour into comprehending their course material is irrefutable. However, when I ask students what they know about the lecture's content before arriving at class, the answer is almost always the same: “Nothing.”
As the number of faculty members whose position lies outside the tenure system continues to rise at American universities, college deans, department chairs and program directors must consider how to support the careers of these colleagues. The differences that commonly exist between the opportunities available to tenure-system faculty and those offered to other academics can be a recurring source of friction. That not only erodes unit cohesion and climate, but it may also impede efforts to retain valued long-term employees who are not in the tenure system.
Since the configurations and names of these people and positions vary widely across disciplines and institutions, I will denote them collectively as “academic staff.” At Michigan State University, we have several categories of faculty members who work outside the tenure system -- including outside professionals in business, law, medicine or media who teach an occasional career-oriented course in their specialty; instructors with full teaching loads and short-term contracts; and individuals with a mix of teaching, advising or other duties who have long-term appointments. As a dean, I have seen that as my college hires more faculty members outside the tenure system, identifying ways to support such academic staff professionally is an increasingly common topic of conversation. And as an associate provost, as well, charged with advancing the careers of all MSU faculty and academic staff, I am finding support for academics outside the tenure system to be an area of institutional concern.
In an increasingly complex, networked, and rapidly changing world, creativity has taken a central role (Dortier 2015; Runco 2004). There is enormous interest in creativity in education, business, technology research, and emerging fields such as social innovation and design. Coupled with a proliferation of popular as well as academic discourses of creativity, this situation presents researchers with complex, multidimensional challenges that cannot be addressed exclusively from the perspective of one discipline. This new global context requires a transdisciplinary exploration of creativity, particularly since the articulation, expression, and practice of creativity appear to be in flux in society as well as in academia. The networked society, generational differences, and the focus on business innovation have turned attention to collaborative, distributed forms of creativity that have only recently begun to be studied systematically.
Just as a child who has learned to grasp stretches out its hand for the moon as it would for a ball, so humanity, in all its efforts at innervation, sets its sights as much on currently utopian goals as on goals within reach. Because . . . technology aims at liberating human beings from drudgery, the individual suddenly sees his scope for play, his field of action, immeasurably expanded. He does not yet know his way around this space. But already he reg-isters his demands on it. (Benjamin, 1936/2008, p. 242)
Some are stocking naloxone kits, while others are pushing increased public awareness.
On April 14 last year, British Columbia’s chief health officer declared a public health emergency due to the high number of opioid overdose deaths in the province – and the death toll has continued to rise since then. In December, Vancouver police reported up to nine opioid overdose deaths in a single night. At a conference on the opioid crisis held in Ottawa in November, Ontario Health Minister Eric Hoskins said that, in his province, opioid overdose is now the third leading cause of accidental deaths, accounting for about 700 deaths a year.
aculty dread the grade appeal; anxiety prevails until the whole process is complete. Much has been written about ow to avoid such instances, but the potentially subjective assessments of written essays or clinical skills can be specially troublesome. One common cause of grade appeals is grading ambiguity in which the student and faculty ember disagree on the interpretation of required content. Another cause is inequity, whereby the student feels thers may have gotten more credit for very similar work or content (Hummel 2010). In the health-care field specially, these disagreements over clinical-skills assessments can actually result in student dismissal from the program and may lead to lawsuits.
Let us begin by being clear about what a start-up is.A start-up is generally a temporary organization designed to search for a repeatable and scalable business model. It may be a service company for seniors, a technology company or a company selling
a particular product. As a start- up, it does all the work needed to get to and stay in a market and learn what it will take to go from a small business to a medium-sized, fast growing business and then to a large business. A start-up is a temporary since the way it works will not be the way the medium and larger scale versions of the business work. Think of Apple, which began with two
young men building interesting machines and selling them via friends and their social networks, and look at Apple now! Think of Costco / Price Club, which began in 1976 with a single warehouse, and look it at now – a very different kind of global business.
A start-up of this kind is not the same as a small business offering a product in a single market – a one-off business. The strategic intention of a start-up of the kind we are describing here is to move from small to large, from local to national and then global, and from a single product to a range of related products.
School leaders are faced with stress as part of their daily jobs; however, left unaddressed, stress has the potential of becoming mentally and physically exhausting. School leaders need opportunities for stress reduction as well as the means to predict and anticipate stress in an effort to minimize its effects. This commentary discusses leadership-related stress and offers strategies to minimize and cope with stress.
At nearly all colleges and universities, online education is almost never mentioned in academic rules that judge faculty members and determine if they advance. If you teach online, you may do it for extra compensation -- called “overload,” pay above your basic salary -- or for the personal satisfaction of participating in what some believe is the next stage in the evolution of higher education. But teaching online may not be a wise move to further your academic career.
Teaching online can even be a dangerous career move, departing from the comfortable respectability of conventional classrooms for the exotic, suspicious digital world. In the hierarchy of status, if you teach online, do you compromise your position? Will your commitment to scholarship be questioned? Why would you go online when your future depends on publishing results of your research, not engaging in virtual instruction?
Throughout the nearly three years of career advice from “Carpe Careers,” we’ve advised you on myriad topics --
including pursuing professional development opportunities and networking, writing application documents,
interviewing and the existential crisis of leaving academia, to name just a few. You name it, we’ve discussed it.
Put simply, the culmination of our advice should be to tell you that you need a plan. You need a map of the steps to
take toward your career goals -- from soft- and technical-skill development, to the people you should meet and
speak to in order to help you land that next job. But with all the focus on your next steps, there has been little
discussion of what you leave behind. In other words, as you embark on your next career steps, how do you manage
a graceful and less stressful departure from your current job? A new job offer may tempt you to go out in a blaze of
glory (advice: don’t), but the manner in which you leave your current job has professional implications. In addition,
you must consider personal matters, especially regarding finances and your health care.
The Ontario Undergraduate Student Alliance (OUSA) is proud to release the 2018 edition of Habitats: Students in Their Municipalities. This annual publication is comprised of a series of case studies on municipal-level topics and issues affecting undergraduate students. Written by students from OUSA’s member institutions, these submissions aim to highlight both successes and challenges in municipalities across Ontario, providing insight into how students feel about issues within their communities.
The student who says “I’m bad at languages” or “I don’t ‘get’ math” is approaching learning with a “fixed” mindset – believing that his or her competence is, and always will be, limited.
A student with a “growth” mindset, on the other hand, understands things differently. He or she believes that with diligence and smart work habits, improvement is not only possible, but inevitable.
The difference in mindset can make all the difference in performance.
10 questions for universities developing a coordinated response to suicide in their campus community.
Suicide is the second leading cause of death, behind accidents, for young adults, so it is a sad reality that all universities will confront at one time or another on their campuses. During the annual conference of the Canadian Association of College and University Student Services in June, Andrea Carter, assistant dean of student wellness, support and success at University of Toronto Mississauga, and Melinda Scott, dean of students at U of T’s University College, addressed a standing-room-only crowd about their experience with student suicides at U of T and how it led them to develop a co-ordinated response. The following is a list of some of the questions that they say postsecondary managers, administrators and crisis-response teams should consider when developing policies or procedures related to suicide on campus:
Nature of Leadership
Effective leadership is a key factor in the life and success of an organization
Leadership transforms potential into reality.
Leadership is the ultimate act which brings to success all of the potent potential that is in an organization and
its people.
Leaders propose new paradigms when old ones lose their effectiveness.
The transition from high school to university or college is one of the most stressful times in a young person’s life.
The late teens, early 20s are also the time in life when severe mental illness often reveals itself and when earlier mental-health issues – eating disorders, anxiety, depression and the like – can be exacerbated.
Suicide is a leading cause of death in this age group, second only to motor-vehicle crashes. “Every parent should know that this can happen to any family. We’re living proof of this,” says Eric Windeler, founder and executive director of Jack.org, which promotes mental- health advocacy by young people.
We live in a world filled with physical, emotional, psychological, and spiritual violence. This violence has, unfortunately, toxic consequences for us. It is definitely not a question of what doesn’t kill you makes you strong; it is a question of what doesn’t kill you leaves you scarred. This short article, directed at parents and teachers, highlights the emotional and psychological violence children experience at school. As the article suggests, this violence is ubiquitous and damaging.
Last month , I opened up about one of the side effects of doctoral study that I hadn’t anticipated: the Ph.D. identity crisis.
With the date of my dissertation defense looming in four months, I’d begun to realize that I couldn’t answer two rather important questions:
Who am I outside of "Ph.D. Candidate"?
What do I want out of life and this degree?
Welcome to Teaching, a newsletter from The Chronicle of Higher Education. This week Dan describes one reader’s intriguing idea to improve course evaluations, Beckie shares how some of you make use of brain research in your teaching, and we look at the month ahead.
Across academe, the conversation about career diversity for Ph.D.s has cracked wide open up in just a few years.
That’s equivalent to the blink of an eye in academic (read: glacial) time. The proposition that graduate programs
should prepare students for the actual jobs that they’ll get — not just for professorships — no longer receives the
fierce pushback that it did even five years ago. We’ve gone from "Why should we?" to "How should we?" in a
remarkably short time.
The question has two sides: how to prepare students for diverse career paths and how to prepare employers. Most
of the attention up to now has gone to the former — debating and adopting reforms to train graduate students (and
their teachers) for what amounts to a new reality. We’ve got to change graduate school so that doctoral education
can support students who pursue a range of careers. That’s a big job, and it’s still under way.
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: