As academics, we grapple with failure all the time and in a myriad of ways.
One of the best parts of academia is that we are always learning. In our quest to develop a deeper understanding of the world around us, we occupy various positions as expert and novice learners. But, this is also one of the hardest parts of our jobs: in order to learn, we must open ourselves up to the risk of failure, mistakes and missteps.
As academics, we grapple with failure all the time and in a myriad of ways. We are rejected on the job market, we are dejected after an unsuccessful grant application, and we are crestfallen when Reviewer 2 destroys our central argument. Our ideas are challenged during a conference session or during a departmental meeting; we are criticized in the Twittersphere or in book reviews. A class can spectacularly self-implode despite careful preparation or a student might fail to thrive despite our best efforts.
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.
Over the past decade, the Government of Ontario has increased investment in postsecondary education significantly, including increasing operating grants by 80 per cent since 2002–03. These investments helped to improve access to postsecondary education, supported significant enrolment growth at universities and colleges, and drove community and economic development. The tremendous expansion of Ontario’s postsecondary education system was made possible thanks to the commitment of our postsecondary education institutions to access, and their willingness to respond to the demand.
Based on recent public opinion polling commissioned by the Ontario Undergraduate Student Alliance (OUSA), an
overwhelming majority of Ontarians (79 per cent) agreed that students and their families have to borrow too much money
to pay for their education. When asked to rank (on a scale of to 5) how important a university degree was to finding a good
job, 53 per cent of those surveyed selected 4 or 5, indicating that a degree was ‘important’ or ‘very important’. Only 11 per
cent of the respondents ranked a degree as ‘unimportant’ or ‘very unimportant’ to securing a good job. Finally, nearly half
of Ontarians indicated that they would be willing to pay more taxes to decrease student costs and increase student financial
assistance.
• Review what is happening & lessons learned
• Establish a common understanding of FG student success
• Collaborate - World Cafe
o Share best practices & lessons learned
o Discuss FG student success
o Look at assessment of FG student success
o Plan for next steps
This report examines students’ use of different technologies. The results are from the 2015 Student Life Survey which was administered to a random sample of 5,000 undergraduate students and 1,000 graduate and professional students. A total of 1,039 undergraduate students (20.8% response rate) and 282 graduate/professional students (28.2% response rate) completed the survey. In this report only responses of undergraduate students are presented so they can be compared to findings from the 2012 and 2013 distributions of the Student Life Survey. Among undergraduates, the 2013 survey had a 38.9% response rate, and the 2012 had a 26.0% response rate.
major new development in education like the community college baccalaureate warrants serious examination and reflection. In this connection, I wish to applaud Dr. Kenneth Walker for his vision and initiative in founding the Community College Baccalaureate Association and in taking the lead to organize this First Annual Conference of the Association. I feel honoured to be speaking at what I believe will turn out to have been such an historic event.
There are many interesting and important lines of inquiry which can be pursued in studying the community college baccalaureate movement, such as identifying factors which have led to this development; articulating the arguments for and against it; implementation issues; and case studies of early initiatives, to name just a few. I note that all of these lines of inquiry and others are represented in the program for this conference. What I would like to do in my remarks is to step back from the immediate issues in the implementation of the community college baccalaureate and reflect on the implications of the community college baccalaureate with respect to (1) the organization of ostsec community college and; (3) the Bachelor's
Degree
Leadership is to this decade what standards-based reform was to the 1990s. Put another way, if you want to boost achievement scores from poor to good levels, a strong standard-based reform strategy can take you so far; but if the aim is to accomplish deeper, continuous improvement, leadership at many levels of the system is required.
The labour force participation rate of 15- to 24-year-olds (the percentage who are employed or seeking employment) declined from 67.3% in 2008 to 64.2% in 2014, reflecting a 3.8-percentage- point drop from 2008 to 2012 followed by a slight increase (Chart 1). The decline was particularly pronounced among youth aged 15 to 19, whose participation rate fell 6.2 percentage points to 49.8% in 2014.
Within the past decade, the unprecedented growth in non-tenure/tenure track faculty has led to speculation as to the learning environment and learning outcomes for students. Both nationalmedia and researchers have raised concerns about the growth in short-term contract faculty, yet there is little evidentiary data to support policy development. Our study of sessional faculty
in Ontario’s publicly funded universities provides much needed data and insight into the current pressures, challenges, and adaptations of the rapidly rising number of university instructors who work on short-term contracts, also known as sessional faculty.
This report describes a study exploring the impact of academic community-based learning (CBL), course community-service learning (CSL) and other in-course learning activities (ICLA) on student learning. Informed by Kolb’s (1984) experiential learning cycle, the study used a survey instrument, adapted from several existing survey instruments, examining students’ self-reporting in a number of areas such as:
Student engagement
Depth of learning
Perceptions of course environment including teaching quality and course workload
Educational outcomes
I come not only to praise Kathleen Wynne, but also to bury her. The auspices for her government are so dire that a eulogy today hardly seems premature. Writing it now lets us imagine what settled opinion in the future, freed from the toxic fog of the current campaign, might make of Wynne and her six-year premiership.
Certainly four years of Premier Doug Ford will be more than enough to clear the air. But even before that, I suspect Wynne will emerge in hindsight as the bold leader of the most capable and effective government Ontario has enjoyed since the heyday of the fabled Big Blue Machine. She will be remembered as the best of her generation, representing Ontario at its
best.
The focus of this project is on the assessment of transferable skills, and specifically resilience. Resilience has been defined as “the capacity of the person, family, or community to prevent, minimize, overcome, or thrive in spite of negative or challenging circumstances” (Wagnild & Young, 1993). In this report, Social Research and Demonstration Corporation (SRDC) investigates the most appropriate measures to assess resilience as a learning outcome of Ontario’s postsecondary education (PSE) system. The long-term aim is to support the Higher Education Quality Council of Ontario (HEQCO) in its efforts to determine the role of PSE in enhancing resilience as a transferable skill.
Diversifying the professoriate has long been a priority on many campuses, and such goals have only grown more urgent in light of recent national and local discussions about race. Yet college and university faculties have become just slightly more diverse in the last 20 years, according to a new study from the TIAA Institute. Most importantly, as faculty jobs have become more stratified with the growth of non-tenure-track positions over the same period, most gains for underrepresented minority groups have been in the most precarious positions. That is, not on the tenure track.
Seven years after our first study, Leaders in Transition: Stepping Up, Not Off, organizations are still botching transitions—but with greater bottom-line repercussions (DDI’s Global Leadership Forecast 2013|2014 found that companies’ facilitation of transitions positively correlated with financial performance—in a significant way). Leaders, facing added uncertainty asso-ciated with moves of greater complexity (e.g., geographical relocation) and an absence of prescribed career paths, have greater (unmet) personal and practical needs. As a result, engagement, productivity, and retention suffer, impacting not only leaders and those they lead, but also entire enterprises.
So what can be done to shift the transition paradigm from a precarious pas-sage to a smooth sail? Here’s what the data have to say.
Most teachers enter the profession with strong ideals regarding the work they are about to undertake, and the impact this work will have on the students they teach. A good number of those who apply to faculties of education will report that teaching is something they have dreamed of doing since they were, themselves, young children. Others will tell stories of teachers encountered throughout their own schooling – teachers who, through effective teaching strate- gies, personal encouragement and modeling, influenced their decision to pursue a teaching career. Conversations with teacher candidates entering their first years of professional life are, in many cases, full of hope, passion and the expectation that, through their work as teachers, they will be able to inspire, excite, and make a similar impact on the lives of the young people with whom they work.
The purpose of this quantitative study was to determine if a learning contract supported student milestone and degree completion for online doctoral degree programs. Further, students provided insights into aspects of the learning contract that were most supportive of their dissertation process. Data from this study were used to understand the benefit of using learning contracts in doctoral dissertations. Data were gathered from students who participated in the Ombuds Pathway to Completion. The research variables used in the study were milestone completion, degree completion, and factors predicting student success with a learning contract.
Universities will have to prepare students for multiple career changes and a longer working life if they are to contribute to reducing the global inequality that is a major focus of this week’s discussion at the World Economic Forum in Davos, says the principal of McGill University.
Improving student outcomes is a primary goal of all postsecondary institutions. This report includes the first set of results for a research project that aims to understand the effectiveness of an intervention designed to improve postsecondary student success.
Student orientation and transition programs constitute an important part of Mohawk College’s Student Success Plan. The college endeavours to facilitate the development of an individualized “Future Ready Plan” for students to ensure they are prepared for their college experience by organizing goal-setting workshops during orientation and initial transition activities. Recent evidence suggests that an online, guided, writing-intensive approach to goal setting and self-authorship may have significant effects on student outcomes, such as retention and academic performance (Morisan et al., 2010; Schippers, Scheepers & Peterson, 2015).
A recent surge in the number of students applying to colleges and universities is creating heavy administrative
burden and increasing competition to attract top applicants. The National Center for Education found that enrollment at academic institutions has grown from 25% in 1970 to 40% in 2014 for adults between the ages of 18 and 24. Even this year, universities across the country like UCLA, Princeton, and Williams College in Massachusetts reported up to a 25% increase in applications. This increase is leading many institutions to modernize their digital infrastructure – converting from a decades-old paper system that has become inefficient in the modern age to streamlining communication between students,
faculty, and staff electronically. Laserfiche is leading this change and institutions are seeing transformative results.