Learning Resources

Abstract: Triton College’s strategic plan focuses on short- and mid-term institution-wide neurodiversity efforts to create a neuroinclusive campus culture. Key aspects of success include a multi-year administrative commitment; connecting the work to the open-access mission; including committee members from across the college; and focusing on programming, space, and partnerships. Triton College built support and overcame barriers by amplifying advocates and identifying champions, tying the work to campus-wide initiatives, ensuring strategic and operational leadership, securing seed funding, including stakeholders, starting small, reducing risk, allowing for development time, defining the work, building on wins, and adhering to an open-access mission.

Abstract: Institutions can move beyond design project engagement activities by actively collaborating with students to explore issues of belonging and mattering to make more meaningful design choices. This session will delve into research created with students from racial minorities at North Carolina State University's (NCSU) D. H. Jr. Hill Library, which explores their perceptions and offers their visions for more just and equitable spaces. Along with learning how to connect students' sense of belonging and mattering to campus design through meaningful collaboration, you'll leave this session with a replicable research model to use with students to envision more inclusive learning environments.

Abstract: Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity. Absent clear expectations, middle managers might assume their own unsanctioned change leadership path or take on no role at all because they lack understanding about their responsibilities. This article explores the complexity of middle managers’ experience, examines how middle managers at a two-year college navigated the uncertainty of their role within the context of institutional change, and provides readers with suggestions for equipping middle managers to become effective change agents.