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Best Practices from Best Books. Dr. Rick Ostrander, Provost, Cornerstone University Dr. Carla Sanderson, Executive Vice President and Provost, Union University Dr. Ed Ericson, Vice President for Academic Affairs, John Brown University. Introduction. Background context Overview of the session - PowerPoint PPT Presentation

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Best Practices from Best Books

Best Practices from Best BooksDr. Rick Ostrander, Provost, Cornerstone UniversityDr. Carla Sanderson, Executive Vice President and Provost, Union UniversityDr. Ed Ericson, Vice President for Academic Affairs, John Brown University1IntroductionBackground contextOverview of the sessionThree Paradigms for Academic LeadershipVisionaryCommunity BuilderSystems Creator2Getting out of the administrative trenches: Readings on the purposeof Christian education

Rick OstranderProvost, Cornerstone University3

Beyond worldview analysis4

Beyond changing the world5p. 234: If there are benevolent consequences of our engagement with the world, it is precisely because it is not rooted in a desire to change the world for the better but rather because it is an expression of a desire to honor the creator of all goodness, beauty, and truth, a manifestation of our loving obedience to God, and a fulfillment of Gods command to love our neighbor.

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Educating students desires7p. 34: The task of a Christian college is not just to provide a safe place for the dissemination of information. Nor is it merely to provide a Christian perspective on what the world thinks counts as knowledge.Rather, the Christian colleges mission is more radical than that: in some significant way, involves the formation of disciples.8

Educating for vocation9p. 196: Fixing bikes is more meaningful because not only the fixing but also the riding of motorcycles answers to certain intuitions I have about human excellence. People who ride motorcycles have gotten something right, and I want to put myself in the service of it.

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Educating for intentionality11Some best practices that resultClarifying our product:1. Spiritual maturity2. Intellectual depth3. Creative excellence4. Professional competence5. Cross-cultural agility6. Relational skill12Our educational missionCornerstone University seeks to produce graduates who have the passion and ability to effectively engage the cultures of our world for Christ and His Kingdom. Our graduates are not culture warriors who seek to dominate culture; nor do they isolate themselves from it. Rather, Cornerstone students are educated to exercise a faithful presence in the cultural settings in which God places them. They seek to be a blessing to both believers and unbelievers, to promote human flourishing in the communities to which they are called, and to communicate the gospel to a fallen world with winsomeness and intelligence.13Some best practices that resultClarifying our product.The Capstone Seminar: from resume-writing to Christian vocation.Educating for intentionality: the technology sabbath.14Leading Others:Readings to Lead ByCarla D. SandersonProvost and Executive Vice PresidentUnion University15

16We are not called to be successful, we are called to be faithful.

Harold Heie

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18Four Basic Qualities for Leaders:Adaptive capacityThe ability to engage others through shared meaningA distinctive voiceUnshakeable integrity Bennis and Thomas, Leading for a Lifetime

19Adaptive CapacityAdaptive capacity is prioritized as the essential competence of leaders and is defined as having the critical skills and abilities to understand context and to recognize and seize opportunities. 20

21Adaptive Capacity = ResiliencyResiliency, the ability to improvise in the face of challenge. Resilient people have a steadfastness in them that accepts reality and a firm conviction, often buttressed by strongly held values, that life is meaningful and worth compensating for.Avolio and Luthrans, The High Impact Leader22Resilient leaderstake responsibilityown the organizations challenges as their ownget other people to do the sameare realistic and accept they may not always accomplish what is fully requiredare willing to give it their best effortare determined to improve next time around.

23Traps to becoming a resilient leaderJumping to conclusionsMagnifying the negatives, minimizing the positives Personalizing, obsessing, blowing things out of proportionReivich and Shatte, The Resilience Factor24

25Communio sanctorum,The Apostles Creed The Communion of the Saints in Wendell Berrys essays and novelsThe MembershipA gift given (not earned) for sharing good work and mutual satisfactionThe common ground members share foundation on which membership rests (place, work, love for Jesus)Common ground does not automatically create community but you cannot have community without it.Because we belong to one place, we belong to one another26

27Jesus is speaking to men who have become individuals for his sake, who have left all at his call. They receive the promise of a new fellowshipthey will receive in this time a hundredfold of what they have left. Though we all have to enter upon discipleship alone, we do not remain alone. If we take him at this word and dare to become individuals, our reward is the fellowship of the Church. they will be members of the community of the cross, the People of the Mediator, the People under the cross.Dietrich Bonhoeffer 28

29Leading in a Grace-Filled WayThat you are standing firm in one spirit, with one mind, working side by side for the faith of the gospel.

Philippians 1:27

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31Creating Administrative Systems for the 21st Century: The Impact of Social Science Research on Higher Education

Ed EricsonVPAA, John Brown University32Recent ArticlesFollow the Leader (ArsTechnica.com)It turns out that only a few individuals in a group need to know where they are going in order to lead the group, even if they don't do anything to communicate their leadership role other than move. Also, the larger a group gets, the smaller the percentage of "knowledgeable" or "leader" individuals that are needed. The limit seems to be about five percent; the remaining 95 percent simply followed the herd.

33Recent ArticlesThe Key to Effective Management? (NYTimes.com)Technical expertise the ability, say, to write computer code in your sleep ranked dead last among Googles big eight. What employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees lives and careers.34Recent ArticlesGood Teachers Matter (TheAtlantic.com)The most stunning finding to come out of education research in the past decade: more than any other variable in educationmore than schools or curriculumteachers matter.Great teachers tended to set big goals for their students. They were also perpetually looking for ways to improve their effectiveness.35Recent Books

36Recent BooksPredictably IrrationalWe are really far less rational than standard economic theory assumes. Moreover, these irrational behaviors of our are neither random nor senseless. They are systematic, and since we repeat them again and again, predictable.We make decisions not as rational analyses but always in comparison to something else and with somewhat arbitrary anchors about what were comparing. Those anchors are either social or monetary, and we need to be careful not to mix the two types of interactions.37Recent Books

38Recent BooksNudgeBy knowing how people think, we can design choice environments that make it easier for people to choose what is best for themselves, their families, and their society.Setting default options in complicated decision-making environments and creating more transparency on the effects of choices are two of the main ways to get better long-term results.39Recent Books

40Recent BooksWisdom of the CrowdsLarge groups of people are smarter than an elite few, no matter how brilliantbetter at solving problems, fostering innovation, coming to wise decisions, even predicting the future.Four criteria: diversity of opinion, independence of thought, sufficient knowledge, and a reliable means of aggregating the data.41Resulting Best PracticesAccount for Your Own BiasesFocus on Personnel Monetize Your OptionsDelegate Responsibility for Routine MattersMake Key Decisions via Structured Group Input

42Audience ParticipationQuestions?

Other suggested books & best practices?43

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