Open Access2: IMPLEMENTING A UNIVERSITY LEARNING CONSORTIUM FOR SHARED COMMUNICATION AND PROACTIVE CAMPUS CHANGE
Author(s) -
Schumann David W.,
Stiefel Dorian,
Corvette Michelle,
Guyton Chutney W.
Publication year - 2012
Publication title -
to improve the academy
Language(s) - English
Resource type - Journals
ISSN - 2334-4822
DOI - 10.1002/j.2334-4822.2012.tb00671.x
Subject(s) - creativity , center (category theory) , knowledge management , organizational change , public relations , computer science , engineering management , sociology , business , engineering , pedagogy , psychology , political science , social psychology , chemistry , crystallography
One problem that large, comprehensive universities often share is the lack of communication and synergistic creativity between units and services related to teaching and student learning. Moreover, large universities have difficulty creating and reinforcing needed change. This chapter provides a case study of a strategy for initiating and maintaining a university learning consortium. The consortium brings together center directors, faculty scholars, and administrators to operate as an independent think tank on campus. The members engage in dialogue, generate creative ideas, and design and propose policies and practices that reflect desired change.