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Planning for Higher Education Journal

Published
July 1, 2011

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Is Online Learning a Disruptive Innovation?

It isn’t the technology per se, but the new thinking it inspires, that can be disruptive.

From Volume 39 Number 4 | July–September 2011

Abstract: This article applies Clayton Christensen’s definition of disruptive technologies in business to the question of whether online learning is a disruptive technology in higher education. Four examples are discussed that focus on the higher education market, learning object repositories, course redesign, and course management systems, and each is evaluated for evidence of disruption. Tentative support for disruption was found in the marketplace and course redesign, but other factors (such as faculty time, institutional resources, and choice of pedagogy) are proposed as reasons for why online learning may not disrupt as proposed.

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Planning for Higher Education Journal

Published
July 1, 2011

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Engaging Faculty Senates in the Budget Planning Process

The opinions of faculty may add to the development of productive strategies during tough economic times.

From Volume 39 Number 4 | July–September 2011

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Planning for Higher Education Journal

Published
July 1, 2011

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Answering President Obama’s Call for Mentoring

It’s Not Just for Mentees Anymore

Good for graduate students: The mentor usually gets as much, or more, out of mentorship than the mentee.

From Volume 39 Number 4 | July–September 2011

Abstract: While mentoring increasingly has taken center stage in national conversations about education, additional research is needed to understand the impact of mentorship on the senior party in the relationship. Mentorship is conventionally understood as a process bestowing significant benefits on the junior party (mentee); recent studies, however, suggest that mentors also benefit from developmental relationships. In this article, we analyze and present selections of qualitative narratives from81 graduate-student mentors participating in the Intellectual Entrepreneurship (IE) Pre-Graduate School Internship at The University of Texas at Austin. These narratives explore the benefits of participating in the program and working with undergraduate mentees.Because of its integration of academic and community engagement, UT-Austin’sIE Consortium offers a promising innovation in higher education worthy of close investigation. Findings suggest that, in addition to personal gains, mentorship can promote four major outcomes related to mentors’ professional lives:a deeper perspective both on themselves and their academic disciplines; the development of advising and mentoring skills; the opportunity to contribute to the diversity of their field by assisting emerging scholars from underrepresented populations; and the knowledge that mentoring can assist both mentees and mentors in reaching their goals.

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Planning for Higher Education Journal

Published
July 1, 2011

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Unlocking the Gates

How and Why Leading Universities Are Opening Up Access to Their Courses

From Volume 39 Number 4 | July–September 2011

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Planning for Higher Education Journal

Published
April 1, 2011

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A Half-Century of Change on College Hill

Institutional Growth, Historic Preservation, and the College Hill Study

One of the epicenters of the historic preservation movement in the United States, the east side of Providence is also home to Brown University and Rhode Island School of Design. Preservation leaders and institutional leaders—sometimes adversaries, sometimes partners—took a meandering path toward the expansive notion of Historic Providence that we see today. This article will explore the changing notions of cities, preservation, and institutional development on what is aptly called College Hill. It is a story of mutual support, conflicting values, and an extraordinary act of planning: the College Hill Study.

From Volume 39 Number 3 | April–June 2011

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Planning for Higher Education Journal

Published
April 1, 2011

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The Danger of History Slipping Away

The Heritage Campus and HBCUs

HBCU presidents must learn to use preservation planning as a tool to leverage new resources.

From Volume 39 Number 3 | April–June 2011

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