Archives: CL3

Tuesday, May 9, 2023

Wellness at Carleton University (May 2023)

Dr. Gabor Maté, in his book, The Myth of Normal, hypothesizes that we are all living with trauma responses. In this case, trauma is defined as an expansive response to maladaptive experiences. If this is true, then we are all, fundamentally, unwell. Our University's Strategic Integrated Plan has a stated imperative to “Strive for... More

Tuesday, May 9, 2023

Carleton’s Psyche and DNA: Mechanisms for Altering Our Current Culture (May 2023)

The 1990s loom large in Carleton University’s psyche and DNA. How the fiscal crisis was overcome, both in process and through a small number of individuals, remains a cautionary tale to all: “Expect the worse, but hope for the best.” Our SIG understands the importance of this careful approach, especially in light of current... More

Monday, May 6, 2019

Research Productivity: Supports & Incentives (May 2019)

Our Carleton Leader Strategic Impact Group focused on the wicked problem of how to create an environment at Carleton that maximizes the research engagement and productivity of faculty members. Given the importance of research in determining university funding under the next Strategic Mandate Agreement with the province, it is important to consider... More

Monday, May 6, 2019

Inspiring Excellence Across Campus (May 2019)

The diverse workforce of our University faces unique systemic and bureaucratic barriers to their daily productivity. Our SIG focuses on ‘Inspiring Excellence across Campus’ by enhancing productivity and achieving performance excellence. We study productivity through the lens of Engagement, Incentives, training and development. With a working... More

Monday, May 6, 2019

Carleton as a First Choice University (May 2019)

Is Carleton University the best kept secret? Our Strategic Impact Group investigated our university’s reputation, stories, relevance, and the common themes that make us unique. The focus of our SIG is opportune given that the university recently launched a study of how Carleton University is perceived by its internal and external communities.... More

Thursday, September 27, 2018

The Research Development Centre (Oct 2018)

The Research Development Centre (RDC): Advancing Carleton’s Reputation as a Research-Intensive University Research is a critical component of the mission of Canadian comprehensive universities. Despite Carleton’s excellent reputation as a teaching university, it has never achieved a similar reputation in research.  As the new Strategic... More

Thursday, September 27, 2018

Space at Carleton… Are we roomier than we think? (Oct 2018)

Our Strategic Impact Group focused on space and the widely held view that space is at a premium in the existing buildings on campus. We investigated the use of space in study areas and offices (leaving aside classrooms) and determined that space is not always used optimally. Graduate study and work areas may go... More

Monday, May 8, 2017

Enhancing the International Undergraduate Student Experience (May 2017)

As increasing numbers of highly qualified international students are choosing Carleton as their home for undergraduate degree studies, it’s becoming ever more important to understand their expectations, wants, and needs. This diverse student population faces unique challenges in transitioning to and through their studies. The ‘Hello Goodbye’... More

Monday, May 8, 2017

CU@Graduation (May 2017)

Efficient progress through degree programs is beneficial for both students and the University.  Ignoring the potential positive spin-off effects on reputation and recruitment, from a purely financial perspective, higher graduation rates are economically advantageous for the University. The government is moving away from increasing university... More

Friday, May 6, 2016

Mentoring & Coaching – Learning from Professional Staff & Faculty (PSF) who have recently taken on a significant leadership role (May 2016)

Post-secondary education institutions are situated in extremely complex and dynamic contexts and are routinely faced with responding to and shaping change.  For example, sustained departures and renewal of PSF over the past few decades are likely to continue for sometime. The streaming of PSF into leadership roles at relatively earlier stages of... More

Tuesday, May 3, 2016

Community Engagement (May 2016)

Carleton was founded in 1942 with a mandate for community service. Today, “community” remains at the heart of our academic programming, student experience, research endeavours and overall institutional identity. Or does it? Our Strategic Impact Group takes as its starting point the Strategic Integrated Plan’s mission statement that Carleton... More

Tuesday, May 3, 2016

Empowering Early Conflict Resolution (May 2016)

This Strategic Impact Group initially focused on the wicked problem “In our diverse community, what can we do to stimulate and enrich engagement in our workplace”. Recognizing that this was a very broad topic to research, the 2015 Employee Engagement Survey Results were leveraged to narrow the scope to “Empower Early Conflict... More

Load More →