I’ve been following, with something like exasperation, the discussion over Harvard University’s new study on teaching. Not
surprisingly, the study found that physics students performed better on multiple-choice tests if they were taught via active learning
strategies than by lecture alone. Yet it also found that students tended to feel they learned more from listening to a
polished lecture.
The “talent economy,” consisting of highly skilled personnel from the science, technology, engineering and mathematics (STEM) fields, is the linchpin of a productive society and economy. Maintaining knowledge-sharing in these fields relies on training, retaining and attracting global talent. It also requires encouraging international and inter-sectorial experiences (i.e., within academia, governments, industry and NGOs) for domestic and foreign researchers –otherwise known as “brain circulation” [PDF]. Indeed, international and intersectorial mobility should be a part of career development for scientists to become leaders in
increasingly multi- and interdisciplinary professional environments.
Interviews for campus-leadership positions have shifted entirely to video, in our Covid-19 era of travel bans and social distancing. Many of the clients I work with as a campus search consultant expect that shift to remain a trend, even after our shelter-in-place era passes. Video interviewing has its advantages — it saves money, for one — but it also creates a unique set of stresses for candidates.
In more than 100 administrative searches, I’ve seen an array of video snafus: cameras angled to focus on shiny foreheads, cameos by pets and naked toddlers, unmade beds clearly visible in the background. I’ve seen candidates — thinking they were on mute — shout at a spouse to be quiet and tell a child to "go pee." I’ve seen committee members — thinking they were on mute — talk about a candidate. I’ve watched candidates put on their eye makeup, sneeze into the screen, and bring in their kids to help manage the technology.
Of all the mysteries in graduate school, the greatest may be the dissertation committee.
When it works well, it offers academics an opportunity to shape both burgeoning scholars and future research in the field. Unfortunately, for many academics, the allure of serving on a doctoral committee — also called a thesis committee — fades quickly.
Any committee assignment comes with its share of challenges, of course, but the dynamic of a dissertation committee accentuates some of the more subtle and nuanced ways in which faculty members exercise privilege, not only over students but over other committee members.
Internationalization continues to be a priority within many Canadian universities. While it is imperative to attend to the ethical dilemmas that accompany the intensification of internationalization, different ethical frameworks operate according to different orientating assumptions. In this paper, we seek to pluralize and deepen conversations about the ethics of internationalization
by illustrating how three global ethics approaches address questions of international student mobility, study and service abroad, and internationalizing the curriculum. We conclude by emphasizing the need for both scholars and practitioners to engage in multi-voiced, critically-informed analyses, and dissensual conversations about complex ethical dilemmas related to internationalization.
UBC’s “Moments that Matter” course mines departmental expertise to transform a second-year history course into a team performance.
The dull roar of plastic computer keys clicking in the lecture hall at the University of British Columbia stills for a moment as Canadian history professor Bradley Miller flashes a picture onto the screen behind him.
It’s former prime minister Pierre Elliott Trudeau, flamboyantly decked out in a cape, white jacket with a rose pinned to the lapel and a 19th-century dandy’s hat – an incongruous sight at that most high-testosterone of events, the Canadian Football League’s Grey Cup championship of 1970.
“Watching a (nearly) finished student receive that coveted job offer, whether it’s a faculty position she’s worked so hard for, a position at that top research lab, or a lucrative offer from that hot startup everyone wants to join.”
“Watching one of you students deliver a fantastic talk at a premier conference in front of a packed room of attendees from all over the world.”
“Getting an unexpected thank you note in the mail or an email from a former student, thanking you for that class you taught her six years ago and detailing how it’s changed the trajectory of her life and career.”
“Meeting up with a former student at an academic conference and being introduced to his or her current students getting ready to present their work.”
Considerable research attention has been devoted to understanding the importance of knowledge creation in organisations over the last decade. Research suggests that leadership plays an important role in knowledge creation processes. Nonetheless, there is an important omission in knowledge creation research; namely, what are the underlying processes that underpin the implications of leadership for knowledge creation? This article aims to develop a theoretical model of leadership and knowledge creation by drawing on two contrasting leadership perspectives; that is transformational leadership and leader-member exchange (LMX), and the research on open-mindedness norms. Specifically, we argue why transformational leadership is related to knowledge creation, and also theorise how openmindedness norms and LMX quality serve as underlying mechanisms to underpin the effect of transformational leadership on knowledge creation. We conclude with a discussion of implications of the model for theory and practice, and also suggest potential avenues for future research.
Ice crystallized on the windshield, then a tire burst on the way to school, making you late. By the time you arrived, the computer (with the video clip and presentation cued up) froze. Minutes later, Jason pulled the fire alarm while you tried to catch up on parent emails. During lunch duty, a student was punched in the nose. Your nose is stuffy while you explain to the principal right before an IEP meeting why your plans haven't been submitted yet. The day trudges along. . . At last, the final bell rings, and in your first quiet moment of the day, thoughts of leaving the teaching profession suddenly seem, well, right.
It's that moment when you want to say, "I quit!"
Earlier this semester, I received a complaint from an applicant who we had opted not to hire. In his email, which he also sent to a parade of others, he said that — given his obvious qualifications — he was both surprised and angered by the rejection. He was so angry, in fact, that he called for the hiring supervisor and several others to be terminated for incompetence.
Fair process is important to me so I looked into the situation to determine if there was anything to the conspiracy he described. I soon learned that the position was not going to be filled and the department was in the process of sending out notification letters to all the applicants. I sent our angry correspondent a brief message explaining all of that and expressing regret that we had inconvenienced him. The applicant — clearly needing to get in the last word — responded with a series of messages condemning my writing skills, integrity, and personal character.
Last week, a student named Mary visited me during my office hours and presented me with an interesting dilemma. In one of her classes, a professor had distributed a study guide with a series of questions to help the students prepare for an upcoming exam. Mary, being the millennial student that she is, decided to upload the study guide into Google Docs and invite the rest of the class to contribute to the document. Students answered the study guide questions from each of their individual notes and then refined the answers from their peers.
MINNEAPOLIS -- As the former president of two small liberal arts colleges and Pennsylvania’s independent college group, Brian C. Mitchell believes “with all my heart” in the traditional case for American higher education: that it helps produce full and productive members of an engaged citizenry.
“It’s a noble argument, the right argument,” he told an audience at the annual meeting of the National Association of College and University Business Officers. But “it just doesn’t matter given the environment,” he said. “It just doesn’t resonate.”
It’s not that Mitchell thinks there isn’t a good case to be made for higher education. And the former president of Washington & Jefferson College and Bucknell University doesn’t accept the idea that colleges and universities collectively face a “doomsday scenario,” as some prognosticators tend to predict.
A substantial body of research indicates that a teacher’s identity is an essential aspect of their professional practice. As this body of research grows, researchers have increasingly sought to investigate the nature of pre-service teacher identities. This paper reports on a study that examined identities in the context of a pre-service cohort’s online discussion group. By examining the group, this study attempted to address a gap in research knowledge, as research to this date has been unable to investigate pre-service teacher identities in non-course-endorsed or instructor-occupied spaces. A thematic and quantitative analysis of online postings by and interviews with group members provided an insight into how identities performed and related to one another within the online discussion group. The findings indicate that one category of identities emerged from a commitment to the social expectations and values of the group, whilst another emerged out of a personal resistance towards the social norms of group participation and involvement. This study may be useful for teacher educators deliberating the use of online spaces to support pre-service teacher identity development.
Keywords: online discussion group; pre-service teacher identity; teacher education; thematic analysis
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
Engaging with students – both inside and outside the classroom – who are continually linked in to social media and online devices presents a range of opportunities, challenges and pitfalls.
To some of my students’ displeasure, I have my office hours on Friday afternoons. I prepare for this ancient tradition of face-to-face, pen-and-paper pedagogy by tidying my office, purging unwanted scraps of paper, removing half empty coffee cups, and sometimes even plugging in an air freshener. Then I sit in my swivel chair, arms crossed, and wait for the barrage of undergraduate students to arrive with their genetics questions.
Stemming from a series of discussions at recent women's academic conferences in the U.S. and abroad, Women Interrupting, Disrupting, and Revolutionizing Education Policy and Practice is born of the frustration many scholars have expressed over the stagnation of the study of women in educational leadership. Whitney Sherman Newcomb and Katherine Cumings Mansfield
have brought together the works of a broad range of feminist scholarsseasoned and newer academics and studentsto address the questions: in what ways is feminism in the field of educational leadership stalled? What can we do to move ahead?
In the online class environment, students enjoy many advantages, such as increased scheduling flexibility, ability to balance work and school, classroom portability, and convenience. But there are potential shortcomings as well, including the lack of student-instructor interaction and a student not understanding the instructor’s expectations. A key mechanism to convey expectations while increasing student-instructor communication is relevant, timely, constructive, and balanced instructor feedback.
"Historians value integrity, David; you should too if you truly are one of us." So wrote a senior professor, a named chair at a regional public university on the West Coast, chiding me in an email. My sin: calling myself a "senior academic adviser to the history department at the University of Minnesota" in an opinion essay I wrote recently for CNN.
This professor decided I was falsely claiming to be some kind of senior adviser to the faculty, rather than merely an academic adviser, senior in rank, assigned to work with undergraduates in the history department. By suggesting that history departments need senior advisers, he wrote, "you make us look like incompetent fools." He added: "Good for you that you have this public profile. But please don’t advance it by trivializing what tenured and tenure-track history faculty, including those at your own university, do." As for my job title, he insisted that "no such positions formally exist at universities, those that still have
standards, at least."
Looking for inspiration on teaching or some specific strategies? David Gooblar, a lecturer in rhetoric at the University of Iowa and a blogger on teaching, writes about classroom issues in these pages. Here is a sampling of his recent columns.
After all, the basic science of nutrition hasn’t changed: People who consume more calories than they burn tend to gain weight. But just telling people to cut down on calories isn’t enough to change their behavior. (If it were, we’d all have our ideal BMI.) So what did the researchers behind the JAMA study do differently? They taught people how to adopt the sort of eating habits that naturally lead them to consume fewer calories.
Participants attended classes — once a week for the first two months, then less frequently throughout the year — to learn about healthy eating habits. Class size was small (with no more than 22 students), and the instructors focused on making "sustainable lifestyle changes, not simply following a temporary ‘diet.’" Moreover, based on early feedback, the researchers
modified their teaching to make it "less dense, less didactive, and more interactive." Instructors lectured less and began organizing classes around activities, including students cooking their own recipes.
Small class sizes? Fewer lectures? More active-learning activities? Does any of that sound familiar?
Among the trickiest decisions teachers make is whether to round up the final grade for a student who is just a few points shy
of a passing score.
Although some students need a “second lap” to master academic skills needed for later coursework, repeating courses makes it harder for students to progress toward a degree. Time is money (literally, in higher education), and when students are asked to spend more of both on a class they already took, they may get discouraged or drop out. This is a consequence we need
to take seriously, as nearly half of students do not complete a bachelor’s degree in four years.
So, how should we decide what to do?