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Thursday, May 14, 2020
The challenges facing higher education are too complicated, the speed of change too fast, and the path forward too uncertain for a single leader or leadership team to have all the answers. The way forward in higher education demands that we harness the collective capacity, intelligence, and resources of our full organization. Unfortunately,... More
Wednesday, October 16, 2019
Our Strategic Impact Group (SIG) came together to address a pressing “wicked problem” that extends well beyond Carleton: climate change and sustainability. This topic feels particularly urgent at Carleton, not only in the global context of UN reports on the climate crisis and the collapse of biodiversity, but also given the local disruptions... More
Monday, May 6, 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
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
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
Our Strategic Impact Group chose to focus on one piece of the graduation rates puzzle. After reviewing the Pathways to Graduation report (January 2018) and seeking out information from OIRP and the Academic Advising Centre, we narrowed the scope of our study to students whose marks for completed courses would normally put them in... More
We come to this project as Carleton community members who believe that the unique characteristics of Carleton University are not being communicated in a way that leads potential students, faculty and staff to understand what makes this a great place to study and work. Our primary research question was: How can we define and... More
Thursday, February 14, 2019
Carleton Leader was recently feature in University Affairs magazine! Read it... More
Tuesday, October 9, 2018
We observe that engagement between senior management and faculty/staff can be strengthened at Carleton. Over the past few years, Carleton has experienced a number of critical challenges, both internal and external such as the recent strike mandates, which heighten the need for better collaboration and stronger trust relationships between members... More
Friday, October 5, 2018
Our Strategic Impact Group tackled the wicked problem of student attendance as a measure of engagement and likelihood to graduate. Initially, our group quickly identified class attendance and how to measure class attendance as the focus of our project. Our goal was to devise a way to easily identify students with poor attendance for... More
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