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Leading Existential Change in Higher Ed, Mergers, Closures and other Major Restructuring Ep 1 of 7
Manage episode 516999504 series 3699053
תוכן מסופק על ידי Gary D Stocker, Gary Stocker, and Ricardo Azziz. כל תוכן הפודקאסטים כולל פרקים, גרפיקה ותיאורי פודקאסטים מועלים ומסופקים ישירות על ידי Gary D Stocker, Gary Stocker, and Ricardo Azziz או שותף פלטפורמת הפודקאסט שלהם. אם אתה מאמין שמישהו משתמש ביצירה שלך המוגנת בזכויות יוצרים ללא רשותך, אתה יכול לעקוב אחר התהליך המתואר כאן https://he.player.fm/legal.
Here are the questions asked in this first review of Dr. Azziz' book: Leading Existential Change in Higher Ed, Mergers, Closures and other Major Restructuring
1. Early in the book you discuss how the type of leadership that brought us here generally can’t get us there. That is going to be a challenge for many college leaders. What is your thought process behind that belief?
2. You effectively use case studies throughout the book (both real and fictional????). How can this approach help college leaders put your content and suggestions into real-world application?
3. Talk about how you came up with and use Big Scary Change as related to M&A in higher education.
4. Laggards and Early Adapters: In today’s higher education market, which of those two types of leaders put their organization at greater risk?
5. I shared with many that higher education has not been through it M&A phase – unlike almost any other industry I can think of. You use a quote from Lamar Alexander (p. 19) that humorously suggests that there is nothing harder than being a college president. In that context, is it reasonable to believe that higher education will enter a period of substantial M&A activity?
6. P. 53: In chapter 3, A Different Kind of Leadership, you suggest that the legitimate use of authority and power by the college president and governing board is greatly broadened. In that same section you write that higher education M& A require a much faster pace of implementation than almost any other major intitiative in higher education. Expand on those 2 items for our listeners.
7. Let’s step back and talk more about BSC. The history and culture of higher education is effectively the opposite of BSC. It is slow, deliberative, sensitive, and encumbered in decades of ineffective business practices. What is your sense of
8. P. 58 You have a table in the book that lists leadership skills in the normal course of business and in the face of BSC. Let’s look at a few.
In the normal course of business In the face of BSC
Transparency Confidentiality
Deliberative (slow) Rapid pace
Promotes unity Recognizes there will be winners and losers
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