In order for them to open up, they need to trust you. Strategic conversations are your opportunity to build trust by showing customers you're there for them in the short-term, but also looking forward to the future.
Conversations on Student Success is an occasional series examining strategic approaches to helping students achieve academic and career success. The goal is to learn, understand, raise awareness, and find solutions.
Conversations on Success
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The University continues to make promising strides in the area of student success, though much work still remains, according to President Marc Johnson, who participated along with Provost Kevin Carman and Vice President of Student Services Shannon Ellis during Monday's "Campus Conversations" event in the Great Room of the Joe Crowley Student Union.
Ellis noted that the University has reached a point where it needs to look at individual groups of students more closely, particularly members of underrepresented groups. And, as well, she said, the University should look to quality and highly successful programs such as TRiO Scholars, which have traditionally seen much higher graduation and retention rates for the students from underrepresented groups who participate.
Paul Mitchell, a longtime member of the Donald W. Reynolds School of Journalism faculty, said he was hopeful the University could have more conversations with students about the possibility of pursuing higher degrees once they complete their undergraduate studies.
Faculty learning communities are essential to not only promoting collegiality at colleges and universities, but also in providing planned opportunities for faculty to share the best-practices, challenges, and successes in the classroom. The case studies found in the book provide research-based applications of pedagogical strategies that can serve as a recipe book for others attempting to either establish learning communities or try a new approach to teaching. This book is a must-read for faculty, faculty developers, and college administrators trying to adopt different ways of enhancing student learning in higher education.
Keep in mind that one-on-ones should extend beyond performance reviews. They are an opportunity to touch base with your employees individually and personally to understand what is working well, what you can do to support their success, and to provide needed context around decisions you or other company leaders make. Whatever cadence you choose, be consistent.
Phone: 612-874-7710Fax: 612-377-3540Program inquiries: programs@projectsuccess.orgAll other general inquiries: info@projectsuccess.org
While we often engage in conversational reminiscing with loved ones, the effects of these conversations on our memory performance remain poorly understood. On the one hand, Wegner's transactive memory theory predicts that intimate groups experience benefits from remembering together. On the other hand, research on collaborative recall has shown costs of shared remembering in groups of strangers-at least in terms of number of items recalled-and even in intimate groups there is heterogeneity in outcomes. In the current research, we studied the effects of particular communicative features in determining the outcomes of collaborative recall in intimate groups. We tested 39 older, long-married couples. They completed a non-personal recall task (name all the countries in Europe) and a personal recall task (name all your mutual friends), both separately and together. When they collaborated, we recorded their conversation. We coded for specific "communication variables" and obtained measures of "conversational style." Overall, we found two clusters of communication variables positively associated with collaborative success: (a) cuing each other, responding to cues, and repeating each other; and (b) making positive statements about memory performance and persisting with the task. A negative cluster of behaviors-correcting each other, having uneven expertise, and strategy disagreements-was associated with less interactive, more "monologue" style of collaboration, but not with overall recall performance. We discuss our results in terms of the importance of different conversational processes in driving the heterogeneous outcomes of group remembering in intimate groups, suggesting that a focus on recall output alone limits our understanding of conversational remembering.
Employee career conversations are crucial to the success of any business. By understanding the strengths and interests of each individual employee, a company can make better use of employee resources and create a more engaged and productive workforce.
One clear path to growth is through online programs, but that too brings challenges. While shifts to online teaching enable institutions to have a national and even international presence like never before, the selection process itself may become more complex. And even the most independent and self-driven students accustomed to classroom learning sometimes find that the path to online learning has a steep curve. Educators and administrators need better methods for selecting candidates and understanding and removing roadblocks to their success.
Universities increasingly use AI to gain insights from data on network operations and student life. For example, IT teams use AI and network analytics to pinpoint dormitories with high numbers of online gamers who require more network bandwidth. This same information can help universities identify students who may want to participate in collegiate eSports, a rapidly emerging field that gives students another avenue of extracurricular success.
Going forward, AI will increasingly be one of the keys to success in higher education, in terms of acquiring and retaining students and faculty, increasing funding for research, improving administrative processes, and enabling a richer campus experience for all stakeholders.
We read about the art of communication and how we need to build trust and develop rapport to enhance effective communication but how well do we really do this and how often do we create the right space and conditions to enable truly great and effective conversations?
When we talk about communication, it is important to acknowledge that an ability to communicate well, can help you to build positive working relationships with your key stakeholders and this is key to organisational success.
Working with a team of data-base managers in a successful charity this year we came across a communication challenge that was leading to discrepancies in data that the fund-raising team could use. By using enhanced listening skills and creating good questioning techniques, developed from the CLEAR method of engagement, the service provision has now become far more interactive, and encourages deeper thought and accuracy when a fund campaign manager requests a service.
Developing each team members ability to move from transactional conversations into areas of mutual learning and inquiry has ensured product development is both timely and client focused which in turn has reduced significantly their product time to market.
Talk like this often precedes a request for someone else to intervene and solve a problem, or it comes attached to a list of reasons why that problem will persist. Inexperienced leaders lack the tools to effectively address problem behaviors with their counselors, but this can be overcome through training. Equipping new leaders to navigate high stakes conversations with confidence builds stronger leaders and improves the relationship between counseling and leadership staff at camp. Those leaders will deal with violated expectations earlier, discuss disappointments without encountering defensiveness, and solve accountability problems without damaging friendships.
In seeking a solution for this mismatch, we began incorporating ideas into our supervisor training from two renowned leadership books, Crucial Conversations: Tools for Talking When Stakes Are High and Crucial Accountability: Tools for Resolving Violated Expectations, Broken Commitments, and Bad Behavior. Both books address how to engage in meaningful, effective dialogue and create a culture of accountability. "Crucial conversations" are defined as those in which the stakes are high, opinions vary, and emotions run strong. Often, leaders don't reach their full potential in these conversations, to unpleasant or ineffective result. These are conversations critical to the success of the organization, and there's a certain skill set required to conduct them well. Engaging effectively in crucial conversations is not about being overtly confrontational, avoiding real conflict, or winning. It's about how to remain in open dialogue with others to get the results you desire. These books provide young leaders with five key tools they need to step up to their most difficult camp-related conversations.
According to Crucial Conversations, "When faced with pressure and strong opinions, we often stop worrying about the goal of adding to the pool of meaning and start looking for ways to win, punish, or keep the peace" (Patterson, Grenny, McMillan, & Switzler, 2002). One common misunderstanding among new leaders is that they will have to choose between telling the truth or keeping a friend. Those are not necessarily mutually exclusive if these leaders are equipped with the skills to navigate difficult conversations. 2ff7e9595c
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