Sunday, May 21, 2006

Shared Governance - Making Respectful Trade-offs - Steve Gilbert's QUESTION

EXCERPT: Do you see a shift away from older patterns of shared governance when lines could be drawn more clearly and easily between different parts of an educational institution? When making trade-offs across those lines was usually unnecessary? What if anything could be done to help faculty and others to be involved more comfortably and constructively in these trade-off kinds of decisions?

Audio attached to this blog posting is full recording of Gilbert's final question from:
"Overload, Shared Governance & Productive Assessment New Paradoxes (and Paradigms?) "
Interview of Richard A. Detweiler (Rick), President, Great Lakes Colleges Association, December 7, 2005, by Steven W. Gilbert, President, The TLT Group


Audio attachment to this blog posting is a recording of Gilbert's full final question, including background observations:
I believe that significant educational decisions for colleges and universities now often require new kinds of trade-offs, and that makes old patterns of shared governance much harder to sustain. Within any college or university the professional success of people from different academic departments and offices has depended on their mastery of very different kinds of reasoning, proof, and argument. It can be hard for people who are so committed to different ways of thinking to reach reasonable conclusions together.

The training that most faculty members have for their professional roles has not prepared them well for making decisions that require weighing the needs and goals of other groups.

Your career has taken you through many roles (faculty member, administrator, president, board member…), so your insights on this topic would be especially valuable. - Steve Gilbert

Other Related Resources
Full Interview Archive [Open in Internet Explorer Only]
Other TLT Group Archives
Related TLT Group Resources
Online Institute Home Page
Faculty/Professional Development
Dangerous Discussions
Clothing the Emperor

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