Connecting Learning Across the Institution
Pamela L. Eddy
Most research on learning tends to occur in silos based on stakeholder perspective. This volume seeks to break down these silos and draw together scholars who research learning from different perspectives to highlight commonalities in learning for students, faculty, and institutions. When we understand how learning is experienced across the institution, we can develop strategies that help support, enhance, and reinforce learning for all.
Exploring what it means to bridge learning across the institution, this volume provides a roadmap to improve learning for all. Both scholarly and practical, it advances the knowledge about the ways we investigate and study learning across and for various groups of learners. It also:
- Collects thinking about learning in its various formats in one location
- Provides a platform for synthesis
- Outlines key questions for thinking more deeply about learning on campus.
Instead of thinking of learning as discrete depending on the stakeholder group, this volume highlights the commonalities across all types of learners.
Creating strategic partnerships: A guide for educational institutions and their partners
Pamela L. Eddy
What are the characteristics and conditions that lead to successful educational partnerships? What can we learn from partnerships that fail, cannot be sustained over time, or cease to benefit their partners?
This book serves as a guide to the successful implementation of partnerships. It provides the context and tools for readers who are responding to the increasing demands of policy makers, funders and institutional leaders to use partnerships to address local, state and federal issues, achieve external mandates, meet public or internal agendas, or pursue international collaborations.
This guide provides an evidence-based framework for institutional and organizational leaders to develop the vision, shared values and norms to achieve the “partnership capital” that will sustain an enduring relationship. It offers a three-phase model of the development process of collaboration, together with a tool box for those charged with partnering and leading organizational change, and includes a template for both creating new partnerships and sustaining existing ones.
The authors start by differentiating between “traditional,” often ad-hoc, partnerships and “strategic partnerships” that align organizational strategy with partnership actions; and by identifying the importance of moving beyond incremental or surface “first order” change to develop deep “second order change” through which underlying structures and operations are questioned and new processes emerge due to the partnership. They offer analyses and understandings of seven key components for success: exploring motivations; developing partner relationships; communicating and framing purpose; creating collaborative structures and resources; leading various partnership stages; generating partnership capital; and implementing strategies for sustaining partnerships.
Each chapter concludes with a case study to provide more understanding of the ideas presented, and for use in training or classes.
This guide is addressed to policy makers and educational leaders, college administrators, and their non-profit and business partners, to enable them to lead and create strategic partnerships and facilitate organizational change.
Community college leadership: A multidimensional model for leading change
Pamela L. Eddy and George R. Boggs
New and changing environments in the realm of education, communities, economic markets, and global influences are creating new demands on community colleges. Leaders of the future will find themselves managing increasingly complex organizations―and they will face challenges very different from those of their predecessors. Future leaders will possess more diverse skills and experience, and their qualifications will come from a wider variety of careers as they follow new pathways to their positions. This new book provides a model of leadership suited to evolving demands and changing environments. Developed by a leading authority in the field, this model recognizes that there is more than one way to lead. Examine lessons gleaned from 75 interviews with leaders and explore how they intersect with AACC's leadership competencies.
Way of the Ferret: Finding and Using Resources on the Internet
This source-book is designed to aid educators in exploring the Internet.
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