Hidden in Plain Sight: The Black Women's Blueprint for Institutional Transformation in Higher Education

2018 ◽  
Vol 120 (14) ◽  
pp. 1-18
Author(s):  
Lori D. Patton ◽  
Chayla Haynes

Many institutional leaders find themselves struggling to achieve racial equity in a sociopolitical context where hatemongering, misogyny, xenophobia, heterosexism, and racism have been normalized and minoritized students, staff, and faculty have been relegated to the margins. Few institutional leaders (e.g., presidents, provosts, chancellors, boards of trustees, deans) understand how, why, and the extent to which minoritized peoples are affected by multiple and overlapping forms of oppression. As a result, institutional change efforts to transform campuses into identity-affirming and socially just learning environments often prove ineffective because college and university leaders typically engage in single-axis identity politics to promote diversity, equity, and inclusion. In this article, the authors challenge institutional leaders to take up intersectionality as a method of engaging in lasting transformational change that promises to advance racial equity in higher education. The authors also expose the limitations of existing institutional change models by highlighting their intersectional failures and prompt readers to imagine Black women as possibility models for institutional change that transforms higher education and advances racial equity.

Author(s):  
David M. Deggs

Outreach and engagement are essential functions of American higher education. Despite having historical commitment and missions aligned to community engagement, many colleges and universities struggle to prioritize community engagement efforts within and across institutions. Community engagement is often viewed as a lesser priority behind teaching and research and is thus an afterthought. This chapter explores the development of community engagement in American higher education in the 20th century and key initiatives that underscore its importance to fulfilling college and university missions and goals. Motivation and rewards for faculty along with student benefits are also explored. Finally, actions that should be taken by college and university leaders to ensure that community engagement is prioritized are discussed.


2022 ◽  
pp. 94-110
Author(s):  
Matthew Williwam Hurtienne

There are many diverse demands and pressures on institutions of higher education. We are now at a time where innovation is required for many higher education institutions' survival and sustainability. However, university leaders should not look to old archaic change models to determine a way forward. Institutional leaders should look for methods to engage all generations of their workforce and decrease the level of resistance to the proposed change. This chapter looks at employee engagement and provides a model that higher education leaders can deploy to stimulate employee engagement and innovation. Framing Your Future is a model that can easily be deployed at a team, department, or even organizational level.


Author(s):  
Christine Stanley ◽  
Chayla Haynes

In this article, two Black women scholars in higher education share a conversation with our distinguished senior colleague, Yvonna Lincoln, a pioneering scholar of qualitative research methodology about what we have learned from her, and more specifically, how this research paradigm has been used to advance racial equity and social justice in higher education. The readers will learn, through her lens, about issues that emerged over the years and what she envisions for the future of higher education and qualitative research. This article presents implications for higher education, including faculty, students, and administrators working in higher education institutions.


2019 ◽  
Vol 30 (2) ◽  
Author(s):  
Arien B. Telles

The literature on the transformation of higher education institutions into engaged institutions identifies the great potential this transformation can have on higher education’s ability to address pressing social issues. However, engagement work frequently operates in White racialized spaces and within systems that perpetuate racial oppression. A lack of critical reflection on this phenomenon may lead to racially inequitable or racially exclusive institutional transformation. If an understanding of racial equity work within community engagement does not occur, we run the risk that the transformation into engaged institutions will include some and not others, and those decisions will likely fall along racial lines. The purpose of this article is to identify and discuss four key findings based on a critical analysis of the ways in which the literature on transformation via engagement addresses issues of racial equity. The analysis leads to a discussion of the implications of the lack of connection between racial equity and community engagement. Most importantly, the overarching question of my own future research in this area is not if there is racial equity work taking place in community engagement initiatives, but how racial equity work is done in community engagement initiatives.


Author(s):  
Crasha V Townsend

There is an exiguous representation of African American women in leadership positions at institutions of higher education. This study examines the experiences related to the retention of Black women administrators at Predominantly White Institutions through a qualitative phenomenological lens. This study explored the experiences of five African American women administrators at public institutions across the USA. The participants highlighted the impact of Black Tax, the presentation of their authentic selves, and the impact of microaggressions on their retention as administrators.


Author(s):  
Julie Gedro

This manuscript will consider higher education institutions as workplaces, and it will explore the relationships between the shifting landscape of higher education, the corresponding organizational changes that are identified and implemented by college and university leaders in response to those shifts, and workplace culture and climate. Its purpose is to offer a typology of HRD interventions that respond to organizational needs for skill building and education in order to equip individuals and organizations to thrive during periods of significant change. The context for this chapter is mostly through a U.S. based lens, although it is likely that several concepts and suggestions might have transnational relevance.


Author(s):  
Xiaohua Jiang

Research universities worldwide have been taking reform actions to enhance their competitiveness in the global higher education market; however, the implementation of new initiatives may lead to challenges for university leadership. Faculty resistance is regarded as one of the most common obstacles faced by university leaders. Taking a qualitative approach based on Kotter’s leading change model, this study adopts École Polytechnique Fédérale de Lausanne as a case study to explore change management strategies adopted by university leadership in an attempt to ensure a planned transformational change. By analysing 22 interviews with university administrators and faculty members, this study reveals that the president of École Polytechnique Fédérale de Lausanne managed changes through approaches that included vision creation, coalition formation, communication, faculty empowerment and culture consolidation. Additionally, the study shows that Kotter’s change model, which was designed for business organizations, could not be applied to the analysis of the change management process in the context of higher education without modifications due to institutional and cultural differences.


Author(s):  
Julie Gedro

This manuscript will consider higher education institutions as workplaces, and it will explore the relationships between the shifting landscape of higher education, the corresponding organizational changes that are identified and implemented by college and university leaders in response to those shifts, and workplace culture and climate. Its purpose is to offer a typology of HRD interventions that respond to organizational needs for skill building and education in order to equip individuals and organizations to thrive during periods of significant change. The context for this chapter is mostly through a U.S. based lens, although it is likely that several concepts and suggestions might have transnational relevance.


Author(s):  
Kyle Carpenter Ashlee ◽  
Keenan Colquitt ◽  
Joshua Quinn

Through scholarly evidence and a narrative example, the authors of this chapter offer concrete tools for college and university leaders to transform institutions of higher education by engaging college men through a lens of productive masculinity. Specifically, this chapter provides theoretical and practical considerations for including men in efforts to combat destructive and violent behavior on college campuses. Rather than approaching these students solely from a perspective of hegemonic masculinity and patriarchal gender norms, college and university leaders can invite men to be positive change agents on campus by leveraging a theoretical framework that positions college men as active contributors to a safe and affirming campus community. The chapter concludes with practical recommendations for college and university leaders who want to implement productive masculinity on their campuses.


2012 ◽  
Vol 15 (2) ◽  
pp. 77-84 ◽  
Author(s):  
Ketevan Mamiseishvili

In this paper, I will illustrate the changing nature and complexity of faculty employment in college and university settings. I will use existing higher education research to describe changes in faculty demographics, the escalating demands placed on faculty in the work setting, and challenges that confront professors seeking tenure or administrative advancement. Boyer’s (1990) framework for bringing traditionally marginalized and neglected functions of teaching, service, and community engagement into scholarship is examined as a model for balancing not only teaching, research, and service, but also work with everyday life.


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