When Michael Maccoby wrote this article, which was first published in early 2000, the business world was still under the spell of the Internet and its revolutionary promise. It was a time, Maccoby wrote, that called for larger-than-life leaders who could see the big picture and paint a compelling portrait of a dramatically different future. And that, he argued, was one reason we saw the emergence of the superstar CEOs—the grandiose, actively self-promoting, and genuinely narcissistic leaders who dominated the covers of business magazines at that time. Skilled orators and creative strategists, narcissists have vision and a great ability to attract and inspire followers.
The times have changed, and we’ve learned a lot about the dangers of overreliance on big personalities, but that doesn’t mean narcissism can’t be a useful leadership trait. There’s certainly a dark side to narcissism—narcissists, Freud told us, are motionally isolated and highly distrustful. They’re usually poor listeners and lack empathy. Perceived threats can trigger rage. The challenge today—as Maccoby understood it to be four years ago—is to take advantage of their strengths while tempering their weaknesses.
Blended learning is on track to become the new normal in education. The approach combines the best of in-person and online learning, offering students the information they need in the method they need to receive it. According to a recent report from Arizona State University’s Mary Lou Fulton Teachers College, “blended learning significantly outperforms face-to-face classroom instruction.”
The clearest and most consistent message received by the Steering Committee through its working group reports and submissions from the wider community is that, as the University of Toronto seeks to respond fully and faithfully to the challenges issued by the Truth and Reconciliation Commission of Canada (“TRC”), our focus must be on concrete action. The Steering Committee (the “Committee”) is of the same mind. Therefore, this report will be framed around a series of ‘calls to action,’ mirroring the work of the TRC itself.
During the last third of the twentieth century, college sectors in many countries took on the role of expanding opportunities for baccalaureate degree attainment in applied fields of study. In many European countries, colleges came to constitute a parallel higher education sector that offered degree programs of an applied nature in contrast to the more academically oriented programs of the traditional university sector. Other jurisdictions, including some Canadian ones, followed the American approach, in which colleges facilitate degree attainment for students in occupational programs through transfer arrangements with universities. This article offers some possible reasons why the Ontario Government has chosen not to fully embrace the European model, even though the original vision for Ontario’s colleges was closer to that model to than to the American one.
This article was written in response to concerns that have been expressed about the possible consequences of an increasing number of countries overtaking the United States in educational attainment. International statis-tics on educational attainment were analyzed, questions about comparabil-ity of data were discussed, and the impact of different approaches to the organization of higher education on attainment rates was examined. The author concluded that comparing the rate of attainment of subbaccalaure-ate credentials between the United States and other countries is proble-matic both because of definitional issues, and as a consequence of the major transfer function of American community colleges. The article explains how colleges that previously offered short term vocational training in many European countries have evolved into vocationally-oriented bacca-laureate granting institutions that have enabled their nations to achieve rapidly rising levels of baccalaureate degree attainment. It suggests that the experience of these countries may provide useful lessons—and cautions—for policy makers and educational leaders with respect to expanding the role of community colleges in awarding baccalaureate degrees.
Although the literature on institutional diversity suggests that quality assurance practices could affect institutional diversity, there has been little empirical research on this relationship. This article seeks to shed some light on the possible connection between quality assurance practices and institutional diversity by examining the arrangements for quality assurance in higher education systems that include two distinct sectors, one of which having a more academic orientation and the other a more applied orientation. The article explores the ways in which quality assurance structures and standards in selected jurisdictions provide for recognition of the differences in orientation and mission between academic and applied sectors of higher education systems. The research identified some features of quality assurance systems that recognize the characteristics of applied higher
education, such as having different statements of expected learning outcomes for applied and academic programs or requiring different qualifications for faculty who teach in applied programs. It is hoped that the results might be of interest to policy makers and quality assurance practitioners who are concerned about the possible impact of quality assurance on institutional diversity.
Higher education is experiencing an unprecedented shift in student demographics, forcing admissions officers to take a systematic approach to current recruitment practices, activities, and investments. In the article “Knocking at the College Door,” the Western Interstate Commission for Higher Education reports that the U.S. is experiencing its first overall decline in the total number of domestic highschool graduates in more than a decade. The report also indicates that the pool of future college students is notably more ethnically and socioeconomically diverse, and often less prepared to succeed in college. As a result, institutions must rethink their approach to recruiting to identify and engage new target audiences, both domestically and internationally. And they must be prepared to support these students in new and different ways.
As sites of work-force development, community colleges must be responsive to the demands of the rapidly changing job market. Now, many communitycollege systems are turning to job-market data that are more up to date and more precise than ever before.
When Western Illinois University’s Board of Trustees on Friday approved cutting four degree programs as majors and modifying four more, it looked like another chapter of belt tightening at a cash-strapped public institution suffering collateral damage amid state budget difficulties.
But administrators didn’t come out and blame finances. The programs arrived on the chopping block because they exhibited declining or low enrollment, Western Illinois leaders said -- not because the university needed to find millions of dollars in savings to make up for an expected plunge.
The Ontario government has indicated its intention to negotiate individual mandate statements with each of Ontario’s public postsecondary institutions and to amend funding formulas to focus resources on what each institution does best. These actions signal the government’s desire to pursue a policy of greater institutional differentiation within the Ontario public postsecondary system. The purpose of this paper is to inform and assist the development of a differentiation framework for the university sector by describing the diversity of Ontario universities on variables that other jurisdictions have used to differentiate their university systems. These variables are important to consider first because they are globally accepted, and therefore influence the way the rest of the world will judge the Ontario system and its quality.
The thesis of this book is that the present approach to the provision of baccalaureate education in Ontario is not sustainable and
is in need of significant modification. The stage for the present approach was set by two higher education policy decisions that
were made in the 1960s: (1) that the colleges would have no role in the provision of baccalaureate credit activity; and (2) that the
publicly supported universities would have complete autonomy in deciding on their purpose, mission, and objectives. While the
universities had been primarily teaching institutions until the 1960s, since then a single idea of the mission of the university—the
research university—has been adopted by all. A key element of the research university model to which the university community
in Ontario has subscribed is that of the teacher-researcher ideal: that undergraduate students should be taught only by
professors who are active researchers.
KSU redefined the MOOC value proposition through collaboration of university leadership and faculty. The new proposition shifts measures of success beyond just course completion to include measures that benefit students, faculty, and the institution. Students benefitted through access to open educational resources, the acquisition of professional learning units at no cost, and the potential of college credit at a greatly reduced cost. Academic units benefited through a mechanism to attract students and future revenue while the university benefited through digital impressions, branding, institutionally leveraged scalable learning environments, streamlined credit evaluation processes and expanded digital education.
The rapid turnover of technology and ever expanding network of data and information which underpin the knowledge economy have led to a reevaluation of the importance of knowledge to the economic process. Economists now conclude that human capital - the ideas, skills, and expertise of people - is a fundamental driver of economic growth. Demand for employees that possess a mix of both “hard” and “soft” skills is rising as companies respond to intensified global economic competition.
Educational research shows that close student-faculty interaction is a key factor in college student learning and success. Most literature on undergraduate mentoring, however, focuses on planned programs of mentoring for targeted groups of students by non-faculty professionals or student peers. Based on the research literature and student and faculty testimony from a residential liberal arts college, this article shows that unplanned “natural” mentoring can be crucial to student learning and development and illustrates some best practices. It advances understanding of faculty mentoring by differentiating it from teaching, characterizing several functional types of mentoring, and identifying the phases through which a mentoring relationship develops. Arguing that benefits to students, faculty, and institutions outweigh the risks and costs of mentoring, it is written for faculty who want to be better mentors and provides evidence that administrators should value and reward mentoring.
This essay is primarily analytic and historical with respect to the conceptualizations that should guide the contextualization of assessment in education.
Redefine participation. Let it include more than verbal comments. Invite students to contribute electronically—with an email or post on the course website—with a question they didn’t ask in class, a comment they didn’t get to make, or a thought that came to them after class. Remind students that listening is also part of participation! Model and promote good listening skills. “Did you hear what Fredric just said? That’s an explanation that belongs in your notes.” Let the definition of participation honor silence—and give students the time needed to think about a question and assemble an answer. Maybe it’s time to stop grading participation and let students speak because they have something to say.
Imagine if a college, using learning analytics, has determined that students of a specific ethnic background who live in a handful of zip codes and score a certain way on standardized tests are highly likely to earn a low grade in an important course -- potentially jeopardizing their chances of graduating on time. Should the college actively prevent those students from enrolling in the course?
That is an example of the type of dilemma researchers from more than a dozen colleges and universities debated earlier this month as they made progress toward developing a set of shared standards for ethical use of student data, including how the data should be used to improve higher education.
This report examines community colleges from the perspective of the faculty who deliver their public service – high quality post-secondary education and job training. The report is based on conversations with over 600 faculty at all 24 CAATs,
along with historical research and present-day inquiry into the sector’s financing, management, and operations. The report is focused primarily on perceptions by college faculty that there is a crisis of quality within the college system today.
The President’s Council of Advisors on Science and Technology has called for a 33% increase in the number of science, technology, engineering, and mathematics (STEM) bachelor’s degrees completed per year and recommended adoption of empirically validated teaching practices as critical to achieving that goal. The studies analyzed here document that active learning leads to increases in examination performance that would raise average grades by a half a letter, and that failure rates under traditional lecturing increase by 55% over the rates observed under active learning. The analysis supports theory claiming that calls to increase the number of students receiving STEM degrees could be answered, at least in part, by abandoning traditional lecturing in favor of active learning.
Active learning is "anything that involves students in doing things and thinking about the things
they are doing" (Bonwell & Eison, 1991, p. 2).
Felder & Brent (2009) define active learning as "anything course-related that all students in a
class session are called upon to do other than simply watching, listening and taking notes" (p.
2).
Active learning strategies can be as short as a few minutes long.
Active learning techniques can be integrated into a lecture or any other classroom setting
relatively easily. Even large classrooms can involve learning activities beyond the traditional
lecture format.