CIS2003 Old Dogs

Old Dogs, New Tricks:: 

Old Dogs, New Tricks: Development Strategies for Veteran Faculty Al Spritzer, Moderator East Tennessee State University Linda Garceau, East Tennessee State University Norm Solomon, Fairfield University George Stevens, Kent State University AACSB International 2003 Continuous Improvement Symposium St. Louis, Missouri September 15, 2003

Session Objectives: 

Session Objectives To Discuss The challenges associated with maintenance of the academic and professional qualifications of veteran faculty members Development needs for veteran faculty Effective strategies and practices to enhance the skills and productivity of veteran faculty…and others

Slide3: 

Some Key Issues re Veteran Faculty Are they active and productive? Do they meet schools expectations? Are they “academically or professionally qualified?” Do they contribute to school mission achievement? How can deans, chairs and others encourage veteran faculty to perform up to expectations?

Slide4: 

Lessons Learned from the Panelists Linda Garceau Norm Solomon George Stevens Al Spritzer

Old Dogs, New Tricks: Development Strategies for Veteran Faculty: 

Old Dogs, New Tricks: Development Strategies for Veteran Faculty Linda Garceau, Dean College of Business and Technology East Tennessee State University

Rules to Live By: 

Rules to Live By Rule 1 Rule 2 No Good Deed Goes Unpunished. When in doubt, refer to Rule 1.

Why does the problem occur?: 

Why does the problem occur? The natural tendency among us to want to act as an advocate rather than an adjudicator. The evolving mission of the business unit.

Underlying Assumptions: 

Underlying Assumptions Every faculty wishes to be valued, recognized and rewarded for their contributions. Contributions by senior faculty in teaching, research and service can be unequal.

Defining the Fair Share: 

Defining the Fair Share What are reasonable teaching, research and service expectations? Definition by faculty Testing Discussion Implementation

Enabling faculty to do their fair share: 

Enabling faculty to do their fair share Playing to faculty’s strong suits Redefining valued activities Putting old wine in new bottles Giving faculty the opportunity to surprise you Changing the academic model

Old Dogs, New Tricks: Development Strategies for Veteran Faculty: 

Old Dogs, New Tricks: Development Strategies for Veteran Faculty Norm Solomon, Dean Charles F. Dolan School of Business Fairfield University September 15, 2003

`The Hook!’: 

`The Hook!’ `Faculty Life cycles—engagement, disengagement, re-engagement—or can we get `remarried’? Role of the Chair & Colleagues—powerful peers? Core values and core interests of faculty members—What does the faculty member really want…and how does this matter? Past roles?...Past successes?...Future desires?

A `Tent of Treats’: 

A `Tent of Treats’ `Traditional treats’ –stipends, merit More imaginative `treats’ – recognition, new responsibilities Having a range of treats…permit `sticking one’s nose under the tent’ before deciding …

Real Cases!: 

Real Cases! `Bright, bored’ & `mid-life’…<is this all there is?...> `Gimme More, Gimme More, Gimme More!’ <to do that is!>… `Lemme show ya!’ <all I need is a chance!> `The Missionary’ <the world will be a better place for my efforts…> …and the incorrigible…

Old Dogs, New Tricks: Development Strategies for Veteran Faculty: 

Old Dogs, New Tricks: Development Strategies for Veteran Faculty George E. Stevens, Dean College of Business Administration Kent State University Continuous Improvement Symposium September 15, 2003

Great Advice and Suggestions: 

Great Advice and Suggestions My colleagues have given you a reality check Years of experience varies dramatically across the panelists here Sharing ideas, experiences, and approaches to challenges Other than budget, biggest challenge: People decisions

Decision to Make…: 

Decision to Make… Can the person be salvaged? A few of mine can NOT be rescued/saved! No amount of investment will matter (Don’t spend 98% of time on 2% of people) If you believe an individual can become integral part of organization and productive what approach to use?

Communicate…: 

Communicate… Open Door policy (actual – not lip service) Manage by walking around Get out of your office and your circle of administrators, favorites Talk to people at all levels (academics, secretaries, maintenance, police, cleaning crews) 80% Listen, 20% Talk –Result: Learn…

Funding Productivity: 

Funding Productivity A few things I did at Kent State: -- Converted faculty position to faculty development $80K -- Received dollars from alumni for faculty development -- Got advisory board dollars for faculty development --Committed additional current expense dollars to each department Selectively send faculty to AACSB or other meetings.

Where There is Hope…: 

Where There is Hope… Continuous Quality Improvement (at a personal level Create a sense of disequilibrium by: Attendance at selected conferences and programs, readings, other opportunities. Education – so that person is not as comfortable with his/her/colleagues’ current state of affairs (example, curriculum or assessment)

Where There is Hope…: 

Where There is Hope… Do not focus on what they can’t do… Focus on what they can do… Consider the portfolio of activities and contributions the business school needs -- Teaching/Learning (DL, interactive…) -- Scholarship (Teaching/Learning possible) -- Service (university, professional, college…

Teaching/Learning: 

Teaching/Learning A ‘lead person’ or faculty champion who work with other faculty; lead change... Host brown bag lunches, forums, working papers, conference participation, on SOTL, curriculum, large lecture sessions, technology integration, etc. Innovations – Interactive Learning, Distance Learning opportunities Assessment/Assurance of Learning activities; recognition

Scholarship: 

Scholarship Scholarship of Teaching/Learning Scholarship of Discovery Scholarship of Integration Scholarship of Application Scholarship of Engagement/Outreach

Service/Citizenship: 

Service/Citizenship Differential Teaching Load to “protect” newer faculty Service on Faculty Senate, Promotion & Tenure; more demanding, critical committees Service to profession, leadership of and contributions to regional and national conferences Advisor and Mentor roles to assist students Working with the business and local community

Old Dogs, New Tricks:: 

Old Dogs, New Tricks: Concluding Thoughts by Allan D. Spritzer Allen and Ruth Harris Chair of Excellence in Business Professor of Management and Former Dean of Business College of Business and Technology East Tennessee State University Johnson City, Tennessee Spritzer@ETSU.edu Revised 9-14-03

Spritzer, Old Dogs, New Tricks: 

Spritzer, Old Dogs, New Tricks Concluding Thoughts Faculty members are responsible for keeping their knowledge current with the continuing development of their disciplines. Developmental activities are important to maintain the intellectual and methodological skills and qualifications of faculty members. Veteran faculty members sometimes do not adequately update and maintain their intellectual, pedagogical and discipline-based skills and qualifications.

Spritzer, Old Dogs, New Tricks: 

Spritzer, Old Dogs, New Tricks Concluding Thoughts – cont’d Deans and department chairs are responsible for providing the processes and resources to support faculty in their developmental efforts. Deans and department chairs also have responsibility for the motivation and performance of faculty, consistent with the school’s mission emphases and programmatic objectives, as well as AACSB accreditation standards and expectations.

Spritzer, Old Dogs, New Tricks: 

Spritzer, Old Dogs, New Tricks Concluding Thoughts – cont’d Special efforts should be made to provide all faculty members, veterans and more recent hires, with the opportunities and encouragement to remain current in their fields and to maintain their academic or professional qualifications. All faculty, especially veterans, should be recognized and rewarded for their developmental accomplishments and for their contributions to the school’s successes.

Spritzer, Old Dogs, New Tricks: 

Spritzer, Old Dogs, New Tricks Old Dogs should be rewarded for their new tricks.