Learning Resources

Renewing Administration: Preparing Colleges and Universities for the 21st Century

By: Karen Schmid

From Volume 29 Number 1 | Fall 2000

Institutions Mentioned: University of Toronto-Downtown Toronto (St. George), Boston College

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Colleges and Universities as Citizens

By: David L. Parkyn

From Volume 29 Number 1 | Fall 2000

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Planning for Interdisciplinary Integration

By: Cahal Stephens

Increasingly, institutions are constructing unified science centers -- the physical counterpart of multidisciplinary curricula.

From Volume 29 Number 1 | Fall 2000

Abstract: While it was once common to find separate buildings dedicated to the study and research of chemistry, biology, physics, and the earth sciences, there is a current movement in college and university settings toward unifying the science disciplines in one building or complex. This article addresses, in detail, this trend toward unification by discussing the driving forces behind the trend, the benefits of integrated science facilities, the challenges of the planning and design process, and the intricacies of the design approach.

Institutions Mentioned: Skidmore College, Williams College, Middlebury College, Chatham University, Bowdoin College

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The Evolution of Enrollment Management

By: Beth Triplett

From Volume 28 Number 4 | Summer 2000

Institutions Mentioned: University of Central Florida

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Setting Strategic Directions Using Critical Success Factors

By: Bonnie Bourne,Larry C. Gates,James E. Cofer

A paradigm for planning focused on institutional improvement and effectiveness

From Volume 28 Number 4 | Summer 2000

Abstract: This article describes and examines a new approach to planning at the system level of a large Midwestern university, the University of Missouri. It is addressed to planners, researchers, and practitioners who want to introduce new approaches and techiques for planning and management at the system level of higher education.

Institutions Mentioned: University of Missouri-Columbia

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Moving From Oversight to Insight

By: Robert DeBard,Kelli D. Peck

Planning for change in higher education requires grassroots advocacy more than executive leadership.

From Volume 28 Number 4 | Summer 2000

Abstract: The concept of shared governance is at the cornerstone of any planning process at American colleges and universities. Respecting this need for representation, however, has created an atmosphere in which participants in the planning process have come to view their role as that of oversight aimed at protecting a constituency more than insight intended to help move an institution forward. This article suggests a strategy that can address the criticism of higher education's inertia when it comes to moving from planning to decision making while maintaining the participative management style of shared governance.

Institutions Mentioned: Bowling Green State University-Main Campus

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Open Space: An Innovative Technique for Partcipatory Planning

By: Steve Brigham

Without predetermined agendas or participants,this process increases meaningful involvement of faculty and staff.

From Volume 28 Number 4 | Summer 2000

Abstract: Campus leaders frequently feel restricted by the limited menu of options at their disposal when attempting to secure input or participation from constituencies across the campus. This article explores one innovative technique, open space technology, which has shown to produce both meaningful involvement and results across a number of campuses, whether in strategic planning, curriculum reform, teaching, or cross-unit problem solving.