What we've heard from 500+ leaders across higher ed on the lessons learned from the last eight weeks.
Tuesday Readings for the past four weeks have focused on how we can best work during the pandemic which now envelops all of us. Brian McDonald began this series by urging us to “get on the balcony to think strategically and play out the different scenarios.” He also noted that “communicating is a key responsibility” and urged leaders “to be self-observing about how you lead.”
Today’s Tuesday Reading is an essay by Monika R. Dressler. Director of Academic Technologies, in the LSA Technology Services group at the University of Michigan’s College of Literature, Science, and the Arts. She is an alumnus of the MOR Leaders Program. Her essay first appeared as a program reflection earlier this year. [Monika may be reached at <firstname.lastname@example.org>.]
Several years ago, at the Harvard Business School, Frances Frei, UPS Foundation Professor of Service Management, and Amy Schulman, Senior Lecturer in Technology and Operations Management, taught a new course “Why You Should Care: Creating the Conditions for Excellence” to a group with equal numbers of law and management students. The purpose of the course was to help the business and law students help each other define and achieve their own interpretations of success.
Today’s Tuesday Reading is an essay by Maria Curcio, Director of Administration, Harvard College Admissions & Financial Aid. Maria is a 2016 alumna of the MOR Leaders Program. [She may be reached at email@example.com.]
Today’s Tuesday Reading is an essay by Amanda Winegarden, a Security Risk Analyst in the University Information Security Group at the University of Minnesota. She is a new alumna from the recently graduated MOR Lead From Where You Are Program at the University of Minnesota. Her essay first appeared as a program reflection earlier this year. [Amanda may be reached at <firstname.lastname@example.org>.]
Today’s Tuesday Reading is an essay by Theresa Bamrick, CIO at the SLAC National Accelerator Laboratory operated by Stanford University. Her essay first appeared as a leaders program reflection last fall. [Theresa may be reached at <email@example.com>.]
… a technique that allows people to iterate on ideas without using harsh or judgmental language. While used typically in teams and on the ideas of others, plussing works equally well on one’s own ideas - when one’s self critic can be particularly vocal.
… What is it?
… Why is it important?
… How do I develop it?
Today, most organizations, including a university’s IT organization, structure their work through a set of teams. Other examples include professional sports teams with their structure, their practice day-after-day of plays they may execute in the game, and a surgical team that performs the same procedure, for example, hip replacement, under tightly controlled conditions, perhaps multiple times, day after day.