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Full-Text Articles in Education
Policies That Enhance Learning And Teaching, Shannon M. Chance, Pamela L. Eddy, Gavin Duffy, Brian Bowe, Jen Harvey
Policies That Enhance Learning And Teaching, Shannon M. Chance, Pamela L. Eddy, Gavin Duffy, Brian Bowe, Jen Harvey
Shannon M. Chance
Educational institutions often implement policies with the intention of influencing how learning and teaching occur. Generally, such policies are not as effective as their makers would like; changing the behavior of third-level teachers proves difficult. Nevertheless, a policy instituted in 2006 at the Dublin Institute of Technology has met with success: each newly hired faculty member must have a post-graduate qualification in “Learning and Teaching” or successfully complete one within the first two years of employment. The intention is to build teachers’ knowledge about student-centered pedagogies and their capacity to implement them. As a result of this policy (and associated …
Tracking The Use Of Leed® In Facilities For Higher Education, Shannon M. Chance
Tracking The Use Of Leed® In Facilities For Higher Education, Shannon M. Chance
Shannon M. Chance
America’s 4391 institutions of higher learning own roughly 240,000 buildings according to The Carnegie Foundation for the Advancement of Teaching (2009) and the United States Green Building Council [USGBC] (n.d.). Most of these buildings’ designs reflect a time when energy was cheap and material abundant. Throughout the past century, building designs frequently ignored their surroundings, usurped energy at appalling rates, and did little to teach inhabitants respect for the environment (Fox, 2007; McDonough & Braungart 2002; Orr, 2007). As our colleges renovate and expand their facilities today, however, their activities reflect a decided shift in values. Over the past few …
Strategic By Design: Iterative Approaches To Educational Planning, Shannon M. Chance
Strategic By Design: Iterative Approaches To Educational Planning, Shannon M. Chance
Shannon M. Chance
oday’s tumultuous economic and political conditions require universities to adapt—fast. Leaders must attend to unforeseen crises, events, and opportunities in ways that align with their core missions, promote their universities’ continued existence, and help achieve disparate goals (Rowley, Lujan, and Dolence 1997). Good planning and good plans involve iteration; simple cause-and-effect thinking is no longer enough. Universities can—and frequently do—suffer when they use linear, mechanistic thinking (Presley and Leslie 1999; Rowley, Lujan, and Dolence 1998). Leaders can make too many erroneous assumptions about the future. And, when users view strategic plans as fixed road maps, they often fail to recognize …
Proposal For Using A Studio Formant To Enhance Institutional Advancement, Shannon M. Chance
Proposal For Using A Studio Formant To Enhance Institutional Advancement, Shannon M. Chance
Shannon M. Chance
Universities today need to become quicker on their toes. They must continually scan the environment and seize emerging opportunities – and institutional advancement must lead this effort. An unfortunate number of institutional advancement operations are ill equipped for the task at hand. Many suffer from high staff turnover and overly hierarchical systems that reflect excessive fragmentation and compartmentalization. They inadvertently perpetuate stifling and unnecessary bureaucracy. Organizing advancement efforts around the metaphor of the design studio or creative workshop promises to (a) pool talent, (b) cultivate collaboration, and (c) align diverse but related interests in order to promote fruitful advancement. By …