Leaders are found throughout an organization, in every office and at every level. These monthly roundtables are open to the entire CWRU community to learn and talk about external higher education trends and influences, and what it means for CWRU. These meetings will better empower all members of the CWRU community to be leaders and find ways to have greater impact.
A complete list of dates for the 2019-20 academic year are below. All meetings will be held in Ballroom A of the Tinkham Veale University Center. See you there!
- Roundtable #1: Wednesday, October 30, from 10-11 a.m.
- Roundtable #2: Monday, November 18, from 4-5 p.m.
- Roundtable #3: Thursday, December 19, from 10-11 a.m.
- Roundtable #4: Wednesday, January 22, from 10-11 a.m.
- Roundtable #5: Wednesday, February 26, from 10:30-11:30 a.m. **Note: this time has changed!
- Roundtable #6: Monday, March 23, from 10-11 a.m.
- Roundtable #7: Wednesday, April 15, from 10-11 a.m.
- Roundtable #8: Wednesday, May 13, from 10-11 a.m.
Visit us on CampusGroups to register.
Culture in higher education. Which institutions are most innovative? What are their successes? What have they attempted that has not gone well? What can we learn from them?
Please read the following articles (at least 2-3) and come to the roundtable prepared to discuss key ideas learned, with a focus on what lessons we might learn from these efforts. These readings represent a sample of institutions that have tried to make change in various ways, some successful and some unsuccessful.
Georgia Tech launches a low cost online degree with high prestige: This example has been touted as a successful effort from an institution with significant prestige, offering a low-cost educational experience that opened access and expanded enrollments. When introduced, it was something new and risky for Georgia Tech. Read:
ASU pulls back on global freshman academy: This example highlights an experiment that was attempted, but failed. This is an important part of the discussion around being innovative, taking risks, etc. We have to recognize that not everything will work out. Read:
The University of Michigan’s Ross School of Business “upfront subscription” model: This is an example of an experiment in motion. While too early to tell if it will succeed, it presents some interesting questions about the future of higher-ed, future of work, etc. Read:
Duke University establishes new campus in China: This example focuses on a new endeavor around a university’s role in global issues and an institution’s footprint and choice to take on a risky endeavor in China. Read:
Baylor University’s quest to remake itself into a national Christian university on the model of Notre Dame: This example highlights how an established institution was able to transform its identify in a relatively short period of time; and how an established university with a specific identity (Southern Baptist) was able to expand its research footprint. It’s a story of changing identities, trying to have two competing identities co-exist, ambition, etc. Read:
Drexel University’s transformative approach to enrollment management: This is an example of a high-profile institution going against the grain and focusing on the longer-picture (enrolling students most likely to persist). Read:
**Note: These examples were NOT selected because of the specific topic and its potential replication at CWRU—they were only selected as examples to show how universities are approaching the changing environment around us. Difficulty accessing these materials? Contact Jocelynn Clemings at email@example.com.
Visit us on CampusGroups to register.
Different University Approaches to Supporting Interdisciplinary Research & Education
This Roundtable will explore the issues and best practices associated with interdisciplinary activities on a university campus.
Instructions & Pre-Reading:
Please choose one (1) of the following topics for pre-reading. To further learning and encourage discussion, during the Roundtable, attendees will be seated at tables by the topic of their choosing. This material is important as we all consider ideas throughout CWRU that help explore and forward the objectives of Pathway 1: Ignite Interdisciplinarity.
- Managing Center Proliferation (pages 15-24)
- Build-As-You-Go Shared Services (pages 61-72)
- A Separate Infrastructure for Temporary Initiatives (pages 91-101)