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?
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.
This fifth annual report on national college completion rates offers a look at the six-year outcomes for students who began postsecondary education in fall 2010, toward the end of the Great Recession. It looks at the various pathways students took toward degree completion, as well as the completion rates through May 2016 for the different student types who followed each pathway.
In Educational Leadership for a More Sustainable World, author Mike Bottery uses Rittel and Webber’s (1973) framework of tame and wicked problems across the book’s three sections. This situates and contextualizes current complex and seemingly intractable issues in education by connecting them to equally wicked issues in economics and the environment. Each of the three sections is comprised of three to four chapters.
It’s the first day of class. They shuffle in, spot similar life-forms, and slip in with that group. Hipsters sporting wild hair and tats, buttoned-up and serious young scholars, middle-aged moms and dads, maybe a couple of aging hippies. One or two sad souls choose spots isolated from the others; they don’t want to identify with them for reasons of insecurity, arrogance, or
something else.
How can we make assessment more meaningful?
Rigorous assessment is central to education. It tells us whether our students are mastering essential skills and knowledge and whether our teaching is effective.
But grading also provokes much grousing.
Many students complain that grading is arbitrary, inconsistent, and unfair, while many instructors grumble about grade inflation, the excessive amount of time devoted to grading, and the many complaints that grading prompts.
Experts from within and outside of academia expound on what role universities can play to further the innovation
agenda.
The buzzword “innovation” might perk you up – or make your eyes roll. Regardless of how the term sits with you, innovation is clearly on the federal government’s agenda and of big interest to universities as they try to keep pace with rapid changes in society and the economy, while staying responsive to government funding priorities and continuing to meet the needs of their students, faculty and the wider community. With the federal government grappling with weak economic growth and working on crafting a new “ innovation agenda,” (PDF) we asked six experts inside and outside the academy what role they think universities should play in fostering greater innovation in Canada. Their innovation definitions differ in their wording, but are variations on the theme that innovation is not about inventions, per se, but about the novel use of inventions and technologies that lead to transformative new or improved services, products and processes. Universities already make substantial
contributions through their teaching, learning and research functions, and have at least some role to play in the innovation ecosystem, they agree, but how far that should go and in which ways yielded intriguing ideas from each of them.
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.
In August, a report by Rand Europe confirmed what many had long suspected: that academics face a greater mental
health risk than the population at large. About two in five scholars have common mental health disorders, such as
depression or stress-related problems. Among the reasons behind this, the report, which was commissioned by the
Royal Society and the Wellcome Trust, identified environmental risk factors such as heavy workloads and lack of job
security and management support. But is there anything that academics themselves could do to boost their wellbeing?
Here, scholars from disciplines ranging from philosophy to neuroscience share their insights into how the
search for happiness should be conducted – if it should be conducted at all
The concept of “disability” should be interpreted in broad terms including both present and past conditions as well as subjective components based on perceptions of disability. These subjective components determine disability in relation to individuals’ interactions with their environment: in the ways buildings are constructed, in the performance standards used to assess individuals, and in the ways individuals are expected to engage in daily activities. This interpretation of disability
is referred to as a “social model.” This model places responsibility for overcoming accessibility barriers onto entire communities. This OUSA policy paper uses a social model of disability to offer recommendations that ensure all willing and qualified students in Ontario are able to access and excel within the post-secondary education system.
The evidence is clear that post-secondary education leads to improved employment opportunities and career outcomes. Over the course of their lives, graduates with credentials from across the spectrum of post-secondary programs, including apprenticeships, trade certificates, colleges diplomas, and undergraduate and graduate degrees, have enjoyed significantly higher rates of employment compared with high school graduates. Median annual and career earnings, meanwhile, rise consistently in relation to post-secondary credentials.
“Emotions are what make us human. Make us real. The word ‘emotion’ stands for energy in motion. Be truthful about your emotions, and use your mind and emotions in your favor, not against yourself.” – Robert Kiyosaki, Rich Dad Poor Dad.
All aspects of schooling require social-emotional competency and a mastery of Executive Function. Yet, it is only recently that we have begun to question if and how kids learn these nuanced cognitive and affective skills, as well as how teachers teach them in K-12 education. One incredibly effective method to do this is by founding education in Social and Emotional
Learning methods.
The classroom is a non-stop hub of feedback: test grades, assignment scores, paper comments, peer review, individual conferences, nonverbal cues, and more. Feedback is essential for student learning.
Still, students’ ability to process and use feedback varies widely. We have some students who eagerly accept feedback or carefully apply rough draft comments, while many others dread or dismiss their professors’ notes or reject exam grades as “unfair.” Although feedback is integral to our classrooms and work spaces, we often forget to teach students how to manage it.
In the past few years, the business world has increasingly embraced failure. Entrepreneurs, once coy about past losses and missteps, now flaunt their failures like badges of honour. The idea of “failing upward” has become a recurring motif in blog posts, TED Talks, business conferences and self-help books – and this fetishization of failure has started to infiltrate the world of higher education.
What do you call a professor? Professor. Oh, I’m so funny…
In all seriousness, the answer to this question is much more complicated than you might think, hence my humour flow chart. Let me explain. Most students who attend university grew up in homes that valued manners to one degree or another. So unless told otherwise, they referred to adults as Mr., Mrs., or, more rarely, Ms. This was standard procedure from their parents’ friends to their elementary and high school teachers. So when these students get to university, they end up with one of two problems. Either they don’t know what to do or they say the wrong thing. So in this post, I’m going to discuss what not to do, why the title you use is important, and how to avoid feeling like an ass. The easy answer is to just call your professor, “Professor.” It’s a good catch-all and you are unlikely to offend anyone. If you want to delve further into this topic, read on!
This year, my first in a Ph.D. program, I counted how many times I said "Sorry!" in a single day and found that the tally reached upwards of 30. Each "Sorry," pronounced with bubbly inflection, was an apology for more than whatever I was ostensibly apologizing for: speaking in seminar, again, even though that’s what you’re supposed to do in seminar, or disagreeing, again, even though the discipline of philosophy trades in opposition. These local apologies were part of a global apology for existing in the male-dominated discipline of analytic philosophy: for being the wayward creature I am, 5-foot-2 and female but brash and contrarian.
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.
Religion. Faith. Spirituality. Some faculty may view these phenomena as significant influences on the human experience, others as challenges to intellectualism and the scientific method. There are also academics who struggle with their position, perceiving the power embedded in these ideologies and practices as potentially beneficial as well as restrictive. Most would agree that theology elicits a range of strong and often-personal reactions. Why, then, would faculty teaching secular studies courses want to raise the topic of religion in their classes when they could play it safe and leave the subject entirely to the specialists, their colleagues in religious studies?
Student engagement and transcript data from the Center for Community College Student Engagement demonstrate the benefits of attending college full-time. Students who attend fulltime for even one semester have an edge—the full-time edge—that is reflected in their higher rates of engagement, completion of gateway courses, persistence, and credential attainment.
Given these findings, colleges should consider asking every student one straightforward question: “Is there any way you could attend college full-time, even for one semester?”
Much of the debate about accessibility issues in higher education in recent years has focused on audio and video -- take, for example, the high-profile lawsuits against prestigious institutions such as Harvard University, the Massachusetts Institute of Technology and the University of California, Berkeley.
But new data from Blackboard show that the most common types of course content that students use on a daily basis -- images, PDFs, presentations and other documents -- continue to be riddled with accessibility issues. And while colleges have made some slight improvements over the last five years, the issues are widespread.
The findings come from Ally, an accessibility tool that Blackboard launched today (the company in October acquired Fronteer, the ed-tech company behind the tool). Ally scans the course materials in a college’s learning management system, comparing the materials to a checklist based on the Web Content Accessibility Guidelines (WCAG) 2.0 AA, developed by the World Wide Web Consortium’s Web Accessibility Initiative. If any issues arise, the tool flags them and suggests accessible alternatives.