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Summary of Key Points

Summary of Key Points. Leading Through Diversity Sept. 14-16, 2009. The Chair’s Role in Leading and Managing Change. Reactions to change (shock, denial, anger bargaining depression, acceptance) Establish a sense of urgency. Listen and allow people to vent

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Summary of Key Points

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  1. Summary of Key Points Leading Through Diversity Sept. 14-16, 2009

  2. The Chair’s Role in Leading and Managing Change • Reactions to change (shock, denial, anger bargaining depression, acceptance) • Establish a sense of urgency. • Listen and allow people to vent • Consider the positive opportunities presented by change • Create a guiding coalition • Include everyone in the new vision and strategy • Communicate, communicate, communicate • Put your own oxygen mask on first, before assisting others.

  3. The Academic Pipeline • UC has the opportunity to change the demographics of the Ph.D. pipeline. • Prop 209 had a sizeable impact on hiring trends • UC is doing better than comparison institutions in percentage of URM faculty overall, but worse in percentage of African-American faculty. • Glaciers are melting faster than the UC is improving its overall faculty diversity.

  4. Faculty Searches • Selection decisions cannot be made based on race or gender as a criterion. • Selection decisions cannot be made based on marital or family status. • We may consider attributes and experiences that will contribute to our academic mission, including those that will contribute to increasing diversity.

  5. Chair’s can… • Appoint a diverse search committee or one that is likely to find a diverse pool • Give the search committee a specific charge • Review job posting • Compare the applicant pool to the expected availability • Compare the “short list” to the applicant pool. • Ask the search committee to account for their selection process • Review search committee selection criteria • Review CVs of those not selected, as well as those selected • Ask that a search be expanded • Ask that additional candidates be brought to campus • Halt a search

  6. Steps to Eliminate Personal Bias • Identify the bias • Watch assumptions • Engage people • Practice empathy • Beware “good intentioned bias” • Acknowledge mistakes • Develop communication skills • Remember there are no 100% solutions

  7. Actions for Conflict Resolution • Separate the person from the problem • Control emotions/acknowledge feelings • Set limits in a healthy way • Take listening stance (clarify as you listen) • Identify needs and issues • State your needs/use “I” statements • Problem solve together • Go for the win/win

  8. Implicit Bias • Implicit associations can exist and affect behavior outside of awareness, even when we disapprove of a stereotype. • Stereotypes about competence • Double standards for competence • Prescriptive biases (e.g., penalties for women who behave in stereotypically male manner)

  9. Reducing the Influence of Implicit Bias Support from Leaders Training Accountability Transparency Creating Effective Searches

  10. Reducing Bias in Search Process Defining the search Creating the search committee Allow sufficient time Structuring group discussions Critically analyze supporting materials

  11. Chair’s Role in Improving Department Climate • Promote Basic Manners -- Respect, Consideration, Politeness • Build an Inclusive Community • Recognize and Value Everyone’s Work • Communicate Effectively • Promote Professional Development • Encourage Balance Between Work & Family/Personal Responsibilities • Develop Sensitivity – Listen to & Respect Others • Respond to Illegal Behaviors and Complaints • Practice Equity

  12. Advancing Beyond Tenure • Career advisement and mentoring needed at all stages of a career • Faculty may become “stuck” at Associate Professor • Chairs can monitor equity issues for women and URM faculty • Step 6 is another hurdle to consider • Different patterns by field and campus

  13. Chair Actions to Promote a Family Friendly Climate • Understand policies, i.e. eligibility,approval process, activation • Be sure assistant professors are aware of policies as part of annual advising • Discuss policies or schedule a presentation for faculty meeting • Request school or division dean to circulate statement to faculty and executive committee endorsing work-life balance

  14. Policies Not Enough:What Have We Learned? Career flexibility must be achieved through simultaneous changes in policy and culture Career flexibility must be positioned as a means to an institutional end Career flexibility must be embraced by the top, but driven by chairs, and pursued without fear by faculty Career flexibility must be made available at all stages of career

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