Carleton Leader 3 Landing Event

• In-person event
• 2017 , Dunton Tower , Carleton University
• 1125 Colonel By Drive, Ottawa, ON, K1S 5B6

• Contact
• Rebecca Drodge, leader@carleton.ca

The latest cohort of Carleton Leader 3 has identified complex issues facing the university, which have served as the focal points for their Strategic Impact Groups (SIG’s). We invite you to join us in supporting and engaging with your colleagues and to learn more about each group’s progress, leadership insights and experience at the upcoming Landing Event.

SIG Presentation Abstracts

Bridging Disciplines: Enabling Arts Students to Minor in STEM

This proposal is guided by a key strategic question: How can we create sustainable revenue opportunities for the university while advancing our academic mission? In response, we propose a new interdisciplinary program that supports Carleton’s commitment to academic excellence and innovation while attracting new student segments and responding to labour market needs in a financially sustainable way.

Developed by one of Carleton Leader’s Strategic Impact Groups (SIG), the program bridges academic innovation and workforce development by integrating the strengths of the arts, business, and Science Technology Engineering and Math (STEM) faculties. It addresses a critical gap in Ontario’s postsecondary landscape by allowing arts and business students to pursue a STEM minor without the full academic workload commitments of a traditional STEM major.

Aligned with the Ontario government’s priorities around talent development and economic growth, this program positions Carleton University as a leader in interdisciplinary education and forward-thinking program design. This innovative initiative exemplifies Carleton’s strategic direction as it charts its course toward its centennial year.

Mobilizing Collective Knowledge

All universities are complex places. Bringing coherence of purpose and a culture of sharing and collective betterment is difficult at the best of times. It is easy for the operation of a university to occur as a series of discrete tasks, often that operate with little exchange, mutual understanding, or beneficial collaboration. But this siloed approach to organizational work comes with many costs. Successful experiments are not shared. Processes are learned again and again, without benefiting from expertise held in other parts of the institution. Problems persist that could be easily fixed if there were more effective channels of informal communication among those individuals with extensive experiences in the university and its various units and positions. Time is wasted. Resources are wasted. And opportunities for scaling innovations are missed. These costs are even more salient in the context of a crisis, like the current fiscal constraints confronting Carleton and the university sector as a whole face. The need for low cost and sustainable ways to mobilize the university community’s collective knowledge have never been more acute. Our objective was to map and study interventions that could help improve Carleton’s ability to mobilize its collective knowledge.

Cohort Members

• Graeme Auld
• Anne Bordeleau
• Emma Bowie
• Emily Gray
• Danielle Manley
• Joseph Nelson
• Richard Sabourin
• Dan Siddiqi
• Sarah Simpkin
• Jane van den Dries
• Prashant Waghmare

If you plan to attend, we kindly ask that you register below. Space is limited.