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It’s Not Lonely at the Top: Using Collaboration to Reach New Heights

It’s Not Lonely at the Top: Using Collaboration to Reach New Heights. Becky Olive-Taylor & Jim Donathan Elon University, North Carolina NACADA National Conference Code # 98 Denver, CO 2011. Session Goals: . Consider an expanded definition of collaboration

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It’s Not Lonely at the Top: Using Collaboration to Reach New Heights

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  1. It’s Not Lonely at the Top: Using Collaboration to Reach New Heights Becky Olive-Taylor & Jim Donathan Elon University, North Carolina NACADA National Conference Code # 98 Denver, CO 2011

  2. Session Goals: • Consider an expanded definition of collaboration • Share specific examples from Elon University • Invite session participants to share examples from their institutions • Note: All information has been submitted electronically to NACADA

  3. Systems Thinking • “Systems thinking shows us that there is no outside; that you and the cause of your problems are part of a single system.” Peter Senge (1990) • Does it then follow that whether you are academic affairs or student affairs; faculty or staff, there are no outsiders? • If there are no outsiders, then the quality of collaborative problem solving is important.

  4. Collaboration-lite • A culture of informing where people talk to one another and get along. Collaboration-lite may involve face-to-face meetings to share information. It functions as a network to share information but not necessarily share common goals. • This is not bad, but is it enough? How do we know?

  5. Culture of Collaborative Partnerships • All participants are viewed as equal partners • Each partner plays an equally important role • Each partner makes significant contributions • Discussions are deep; problems are solved; joint decision making is the norm.

  6. Culture of Collaborative Partnerships • In other words, these partnerships are “meaningful, reciprocal, and responsive.” Cook and Lewis, 2007. • We may start with collaboration-lite and get to more full collaborative partnerships through shared goals that can’t be accomplished alone. • New solutions for old concerns • Shared accountability through common assessments

  7. Barriers to Creating a Collaborative Culture • Historically distinct roles • A habit of isolation • Different “languages” and cultures (i.e. student development theory vs. disciplinary jargon) • Poor communication • Lack of mutual understanding: need to examine perceptions and misperceptions because perception can operate as reality. • Lack of a clear and compelling mission

  8. Barriers to Creating a Collaborative Culture • A culture of disjointed incrementalism: piecemeal decision-making processes that are fundamentally disconnected from broader organizational goals or mission • Lack of an impetus for change: must be a high-priority goal or it won’t happen. • Inability to model best practices: knowing what to do and actually doing it can be a problem

  9. Good collaboration will . . . • Take place in an environment where needs are assessed (internal or external forces may be at work) Example of internal force = desire for better retention. Example of external force = changing demographics • Develop goals to meet assessed needs

  10. Good collaboration will . . . • Create partnerships that directly address those goals • Partnerships may be identified to address concerns for money, time, and personnel • Strategic partnerships address issues of capacity • Establish mechanisms designed to measure outcomes (because what gets measured is what gets done.) • Recognize and celebrate best practices

  11. Good collaboration . . . • “is best not only when it is ‘meaningful, reciprocal, and responsive’ but also when the partners openly acknowledge difference and address conflict as a normal part of the collaborative process.” M. Baxter Magolda

  12. Good communication for collaborative partnerships is . . . • formal (structural) and informal (cultural) • frequent • meaningful

  13. Why bother with collaboration? • Creates innovation and learning: joining different perspectives and knowledge bases encourages reframing of problems and solutions. • Cognitive complexity: cross-functional/ disciplinary teams offer more perspectives and more expertise.

  14. Why bother with collaboration? • Better service: avoids the “campus-run- around” to find answers for lots of stakeholders • Cost effectiveness and efficiency: may combine efforts of units for assessment and agenda setting • Employee motivation: greater job satisfaction often results from collaboration

  15. Elon University Examples: • Collaboration-lite/Network: Opening of school meeting, Phoenix Fridays and advising, First in the Family initiative • Collaboration: First Year Task Force, Learning Community Committee Project

  16. Resources • Cook, J. H. and Lewis, C. A. ,Eds. (2007) Student and Academic Affairs Collaboration: The Divine Comity ( A NASPA book publication) • Kezar, A.J. and Lester, J. (2009) Organizing Higher Education for Collaboration: A Guide for Campus Leaders. San Francisco: Jossey-Bass.

  17. Resources • Martin, J. and Samels, J. E. (Winter 2001) Lessons Learned: Eight Best Practices for New Partnerships, pp. 89-100. Found in Understanding the Role of Academic and Student Affairs Collaboration in Creating a Successful Learning Environment. Jossey-Bass series in New Directions for Higher Education

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