Because a curricular approach is revolutionary as opposed to evolutionary, it is necessary that you think about organizational culture and organizational change processes before undertaking this journey. For many, this shift in approach requires the development of a learning-centric organization. An organization that moves beyond “exposure” through program attendance, and towards “learning” (Kerr & Tweedy, 2006). This is also a shift from a “doing”-focused culture towards one with greater intentionality. Therefore, how “residence life staff learn and perceive their efforts within an organization while creating learning-enhancing experiences for students” is just as… Read More
Because developing a residential curriculum entails refocusing your departmental efforts towards student learning, it necessarily follows that you must develop a culture of assessment. A culture of assessment is one in which decisions are data-driven and tested through the design, implementation, and review of assessment measures. As Lakos and Phipps (2004) describe it, a culture of assessment is: An organizational environment in which decisions are based on facts, research, and analysis, and where services are planned and delivered in ways that maximize positive outcomes and impacts for customers and stakeholders. A Culture of… Read More
I’ve been thinking a lot about this concept of fear in the workplace. What causes it? What are the signs and symptoms? How do you reduce it? A big part of positive organizational culture change involves “getting the fear out.” But what is the nature of fear? Specifically in higher education? Fear is multi-dimensional, cultural, and individualized. Because of this, it’s hard to discuss fear as a monolithic concept or something that has a single prescribed fix. In general, however, there are some ways of understanding fear as a broad concept.