One area of collaboration, however, is the college's Fast Forward Program, "... a learning community in which a cohort of students pursues a multicultural/interdisciplinary series of courses leading to the Oregon Transfer Degree" (p. 160). While I've heard of such programs at four-year colleges and universities, I think the idea of cohorts in a community college could greatly increase retention.
Moskus sums up Lane's transition this way: "While 'grand plans' have totally transformed some community colleges, the culture of Lane Community college is averse to such systematic, top-down schemes. The best way to achieve change at Lane has proven to be gradually, through groups and individuals who champion a cause and spread their enthusiasm to others" (p. 162).
- Do you think Lane's approach is unique to that school, or do you think gradual change is best for any organization?
- Have you ever been part of a "grassroots" effort to make change in an organization?
- Have you ever been selected as a leader to help with an organization's transition?
I haven't been in my college long enough to really know what is "entrenched" and what is new to them. But I am in a unique situation where the president of the college just resigned, the chair of my department just retired, and the director of the technology program had to step down due to workload constraints. So we have an interim president, a new chair and I'm the new program director. At this point, there is opportunity to bring some rather significant (though I hope gradual) change to the area I'm in.
ReplyDeleteWow, Sarah! You are in a unique and challenging situation. I hope you find the process of change rewarding! Who knows? Maybe some of the experiences of the colleges in this book will be of help.
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