Learning Resources

Abstract: Have institutions neglected a fruitful way to implement their plans for change? Subtitles: From little acorns...; Factors to remember; Multiplying the transformers. Pull quotes: "Planning theory teaches one thing, life another." "Each little problem should be seen as an opportunity to introduce new ideas and practices." "Planning may be relying too heavily on top leadership and budgeting incentives." "Implementation happens in the trenches." "We often don't allow ourselves time to think."

Abstract: Viewpoint Subtitles: Overcoming the neglect; Reconnecting with planning and policy. Pull quotes: "What accounts for the gulf between higher education research and worlds of policy, planning, and practice?" "Substantial work awaits us in examining the relation between technology and learning outcomes." "Attitudes, values, reward systems, and even philosophies will have to change." "It is time to do something.."

Abstract: Book Review: A License to Teach: Building a Profession for the 21st Century, by LInda Darling-Hammond, Arthur Wise, and Stephen Klien. Westview press, 1995. 225 pages. ISBN 0-8133-2531-5.

Abstract: Book Reivew: Creativity: Flow and the Psychology of Discovery and Invention, by Mihaly Csikszentmihalyi. HArper Collins, 1996. 442 pages. ISBN 0-06-017133-2.

Abstract: Contends that many planning efforts are unsuccessful because they fail to account for luck, chance, idiosyncrasies, or unplanned conflict. In short, human behavior is unpredictable, and too many plans demand that it be orderly and rational. However, the author asserts that an understanding of chaos theory as applied to human behavior may help planners improve the success rates when attempting to implement strategic change. Keeping this theory in mind, plans should be: short-term and flexible; multifaceted and interactive; sensitive to organizational goals and motivators; and able to receive and interpret feedback appropriately.

Abstract: Although his reputation for park design is perhaps greater, Frederick Law Olmstead left an indelible mark on campus design and the way we think about campus land use planning. The author outlines five of Olmstead’s basic principles for good design that are still employed today: the campus is an extension of the community in which it exists; buildings should be domestic, not institutional, in scale; student dwellings should approximate those they will inhabit in later life; the quadrangle is too inflexible a design; and the physical campus helps to shape the "tastes, inclinations, and habits" of the students.

Abstract: Suggests that planning efforts begin not with mission statements but with key performance indicators, or KPIs, which are substantive, measurable, and specific directions that a strategic plan must address. Some of these KPIs are outside mandates, while others are internal management objectives or goals articulated by divisions or departments. The three types of KPIs form the "givens," or the foundation of the strategic plan. They take account of the various pulls on the institution, and outline more specific ways to address multiple needs and goals. Finally, they provide benchmarks against which institutions can measure the success of their planning efforts.

Abstract: Book review: Bonfire of the Humanities: Television, Subliteracy, and Long-Term Memory Loss, by David Marc, Syracuse University Press, 1995. 158 pages. ISBN 0-8156-0321-5.

Abstract: Book review: Building for the Performing Arts: A Design and Development Guide, by Ian Appleton, Butterworth Press, 1996. 225 pages. ISBN 0-7506-1276-2

Abstract: Driven by financial pressures and the need for increased, demonstrable efficiency and productivity, many colleges and universities undertake reengineering efforts to restructure their operations. The authors highlight the restructuring efforts at Bowdoin College, and offer some of the lessons learned from the process, such as informing everyone involved of the intended goals, utilizing care in choosing consultants, using pilot projects to test redesigns, and determining what is necessary for appropriate evaluation of the process.