In an earlier piece, our team described a dashboard that serves as an early-warning system of indicators that can show when an academic unit is on the brink of dysfunction -- or, even worse, already mired in it. We developed that resource, the Academic Unit Diagnostic Tool (AUDiT), primarily with administrators in mind, although entire departments have come to use it over time.
Our project has worked with department-level and more senior university leaders to explore how to use this diagnostic tool to shape strategies for intervention before they become debilitating. In talking with those leaders, we have found that while every department has distinct features, the broad outlines of what constitute healthy departments and dysfunctional ones fall into identifiable patterns.
The most famous dictum of the science fiction writer and futurist Arthur C. Clarke may be his Third Law: “Any technology sufficiently advanced is indistinguishable from magic.” And for most of us, the efficiency of 21st-century search engines — Google, Bing, Yahoo and others — can be uncannily accurate. But when it comes to learning, instant gratification can be as much a bug as a feature.
Take high school students today. They have grown up using search engines and other web resources; they don’t need to understand how these tools work in order to use them. In fact, thanks to what’s called machine learning, search engines and other software can become more accurate — and even those who write the code for them may not be able to explain why.
Cheerful and helpful workers are beloved by their bosses, and just about everyone else, really. Enthusiastic optimists make for great colleagues, rarely cause problems, and can always be counted on.
But they may not necessarily make the best employees, says Adam Grant, the organizational psychologist and Wharton professor.
Speaking in Chicago at the annual conference of the Society for Human Resource Management, Grant said he separates workers along two axes: givers and takers, and agreeable and disagreeable. Givers share of themselves and make their colleagues better, while takers are selfish and focused only on their own interests. The agreeable/disagreeable spectrum is what it sounds like: some workers are friendly, some are grouchy.
It had happened before, sitting at the computer, working on a syllabus, again, fluctuating between excitement about a new course and a vague sense that life itself was being sucked out of me one sterile byte at a time. I was fighting boredom. And this was supposed to interest students? I tried to imagine it igniting their curiosity, but instead I saw them staring at it with the
enthusiasm saved for the fine print on a life insurance policy. But they must read it. It is their life insurance policy for a future full of knowledge and wisdom! It defines how we’re going to relate! As I sat there writing my syllabus I had a vision of the Ferris Bueller video of the professor droning on and on while asking for input: “Anyone? Anyone?” That was not where I wanted to go. I had to stop and rethink what I was doing.
Some thoughts about change—not so much what to change, as the process of change, offered in light of its slow
occurrence.
Yes, lecture is a good example. In a recent survey, 275 econ faculty who teach principles courses reported they lectured 70 percent of the class time, led discussion 20 percent of the time, and had students doing activities for 10 percent of the time. The article cites studies in that field from the mid-’90s reporting similar percentages. Maybe some other fields have changed more, but evidence supports a continuing reliance on lecture in many fields.
However, lecture isn’t the only example of where we’re slow to change. Many aspects of teaching—course design, approaches to testing, assignments, and grading—have also changed little. Granted, some faculty do change, a lot and regularly, but not the majority. The question is, “Why?” Here are some possibilities I’ve been considering.
I had just received a private tour of the Smithsonian’s National Museum of American History and seen treasures like B. F. Skinner’s famous Teaching Machine, but as I sat in a curator’s office and looked out over the National Mall, all I could think about was my dissertation.
With a big deadline looming, I was angry at myself for taking a whole three hours away from my writing. I had asked to meet with the curator because I had applied for a postdoctoral fellowship at the museum, but the whole thing felt like an exercise in futility. After all, I hadn’t heard anything back from the 60 other applications I’d sent out. Why would this one
end any differently?
At this year’s freshman orientation at Morehouse College, David Thomas, president of the historically black men’s
institution, was one of the new arrivals in Graves Hall. “I had a pretty rough night the first night,” he says. Students later
told him: “None of us sleep on the mattress. Didn’t your mother come and make your bed?”
Of all students who started college in fall 2016, 73.9 percent persisted at any U.S. institution in fall 2017, while 61.6 percent were retained at their starting institution. The persistence rate is the percentage of students who return to college at any institution for their second year, while the retention rate is the percentage of students who return
to the same institution.
Some scholars have questioned academe’s reliance on letters of recommendation, saying they’re onerous for the professors writing them or speak more about connections to “big-name” scholars than substance, or both.
A recent study explores another concern about letters of recommendation: whether they’re biased against the women they’re supposed to help. The short answer is yes.
Faculty members juggle teaching, grading assignments, and conducting research. They write grants, run labs, and serve on the committees that keep their academic departments and institutions going.
One aspect of their jobs that stands out in both its rewards and its challenges is working with students. Here are key findings from a Chronicle survey of nearly 1,000 faculty members: Most faculty members find teaching students to be satisfying work.
Montréal, le 2 février 2018 — Dans le cadre des consultations prébudgétaires 2018-2019 tenues par le ministre des Finances du Québec, M. Carlos Leitão, auxquelles elle a participé ce matin, la Fédération des cégeps a rappelé le rôle stratégique du réseau collégial public dans la société québécoise depuis 50 ans et souligné que, face aux défis actuels et futurs en matière de qualification de la main-d’oeuvre et de réponse aux changements technologiques
notamment, le gouvernement doit financer les cégeps de manière suffisante et prévisible. Ce financement à la hausse devrait être accordé dans le but de mieux servir les étudiants, d’accroître la diplomation au collégial, de former des citoyens responsables, de dynamiser la vitalité régionale et de stimuler l’innovation et la productivité.
“How am I supposed to mentor colleagues whose roles in the future may not look at all like what I have done?”
The question came from a HERS Institute alumna who had been asked to be part of a mentoring program on her campus. The goals were to encourage strong performance and to foster more satisfaction about working at the university among younger members of her department. She didn’t want to seem unhelpful, but she was feeling unprepared.
Abstract
This paper presents an empirical analysis of the Ontario-led strategic mandate agreement (SMA) planning exercise. Focusing on the self-generated strategic mandates of five universities (McMaster, Ottawa, Queen’s, Toronto, and Western), we asked how universities responded to this exercise of strategic visioning? The answer to this question is important because the SMA process is unique in Ontario, and universities’ responses revealed aspects of their self understanding. We adopted an organizational theory approach to understand the structure and nature of universities as organizations and explored how
they might confront pressures for change. Analysis of the universities’ own proposed strategic mandates found elements of both conformity and striking differentiation, even within this sample of five research-intensive university SMAs. Directions for further work on this planning exercise and on higher education reform more generally are discussed.
"Plan for the students you actually have, not those you wish you had, or think you used to have, or think you used to be like."
So John N. Gardner, the creator of the term "first-year experience," advised college officials charged with making sure that the experience is a good one. In other words, be realistic; don’t expect too much of students.
That mind-set contrasts with the one evoked by the New Yorker writer David Denby in his new book, Lit Up: One Reporter. Three Schools. Twenty-Four Books That Can Change Lives. The New York Times last week noted, "Lit Up is a refreshing lesson in what motivates students and why not to dumb down reading lists." Denby opens a window into the classrooms of several gifted high-school English teachers who assign Faulkner, Orwell, Frankl, Dostoevsky, Hemingway, Shakespeare, Poe, and Twain — and whose love of reading is contagious to their teen students.
A large-scale analysis of gender disparities in research output and impact finds that while the number of women researchers has increased over the past 20 years, women researchers publish fewer papers on average than men and are less likely to collaborate internationally and to undertake research that cuts across the corporate and academic sectors. At the same time, a report on the findings notes there is little difference between papers published by men and women in impact as measured by citations and downloads.
For non-traditional students who are working adults or are returning to school years later, the transition to college can be intimidating. Several of my students have expressed how hard it is to learn new concepts. Many feel their minds aren’t as “sharp” as they were the first time they attended college. Others talk about the stress that comes with having to balance family and work responsibilities with their course requirements. On more than one occasion, I have had to talk a student out of quitting a program because of one or all of these factors.
Faced with a growing demand for adequate policies and programs that meaningfully address sexual violence on campus, the provinces of British Columbia, Ontario and Manitoba have introduced legislation requiring all post-secondary institutions to institute a sexual assault policy. The remaining provinces and territories do not have similar legislation. In absence of such legislation, using the case study of Alberta, we examined how equipped post-secondary institutions in this province are to assist students in need. Utilizing publicly available data we examined: 1) whether Alberta’s post-secondary institutions
have a sexual violence policy which is readily and easily accessible to the student; and 2) the ease with which students can access university resources and support services for sexual violence. The results indicate that most institutions do not have accessible policy and support services for students in need. We are hopeful that this study can inform those designing and advocating for sexual violence policies on campus to institute measures to clarify institutions’ sexual violence policies, increase accessibility to those policies, create policies where they are missing, and work on clarifying the availability of resources for
students on and off campus.
For 25 years, I have diligently, thoughtfully, and fastidiously written comments on my students’ essays. In my neatest hand, I’ve inscribed a running commentary down the margin of page after page, and at an essay’s conclusion I’ve summarized my thoughts in a paragraph or more. I’ve pointed out problems in the argument and explained basic mistakes of grammar and style. I’ve demonstrated my enthusiasm for a sharp idea and a well-hewn sentence. I’ve carefully moderated my tone, combining praise with correction. I’ve read papers that moved me to tears, literally, and others that left me frustrated — and tried to be sensitive in letting my students know that in either case.
Want your students to think more creatively? The trick, a new study suggests, is all in the timing.
In an experiment, groups of students were found to generate twice as many ideas when they were quizzed around midday, compared with at the start or the end of the working day.
No time for lunch again? You’re the typical modern academic.
Ten years ago, I taught a literature unit on the Vietnam era. We read T.C. Boyle’s Drop City and Tim O’Brien’s The Things They Carried, and I invited my colleague Bob to speak to my class. He brought his guitar and sang a song he’d written about serving in the Army. Then he looked at my students and said, "I’ve been asked to talk about my experiences in Vietnam maybe six times in my life. You’re the seventh." And he held us spellbound for an hour.