The Stress of Change: Testing the Resilience of Institutions: New Directions for Higher Education, Number 151
DescriptionColleges and universities have administrative and governance arrangements that can come to terms with change. These can come into play to interpret and modulate change and to allow necessary adjustments through participatory processes. But the capacity of these mechanisms to preserve and protect the institution is not ordinarily all that visible. Gradual and decorous accommodations tend to make the working of these mechanisms largely or even wholly invisible. It is a premise of this collection of essays that we need to look at highly stressful change to understand, or at least get a feel for, the capacity of governance, administration, and faculty to deal with major issues.
This is the 151st issue of the Jossey-Bass series; New Directions for Higher Education, published quarterly. Addressed to presidents, vice presidents, deans, and other higher-education decision-makers on all kinds of campuses, New Directions for Higher Education provides timely information and authoritative advice about major issues and administrative problems confronting every institution.
1. Mobilizing for an Outbreak and Its Aftermath (Samantha Goldstein)
Babson College learns that it can manage and survive a crisis.
2. Conveying the Meaning of the Economic Crisis (Luke A. Anderson)
Three university presidents publicly frame their responses to the financial catastrophe.
3. Loss of Accreditation at Historically Black Colleges and Universities (Rhonda E. Baylor)
Regaining accreditation is an urgent and immediate task to maintain an institution’s sources of support.
4. Looking for a Way Out (Gregory Esposito)
Declining state support for public universities can create pressures for institutions both to resist the decline and adapt to it.
5. Tough Questions Facing Women's Colleges (Sara Kratzok)
The transition of women’s colleges into coeducational institutions presents fundamental issues and sensitive dynamics.
6. Stress in Senior Faculty Careers (Brendan C. Russell)
Faculty can find even successful careers more stressful than they expected.
7. The Future of Shared Governance (Matthew A. Crellin)
Shared governance between administration and faculty needs to be viewed as a sanctioned vehicle of collaboration, not a rivalry.
8. The Rose Art Museum Crisis (Paul Dillon)
A decision to close a famous art museum exposes ambiguities in governance and leadership.
9. A Contested Institutional Culture (Stephanie A. Morin)
A new president finds himself at odds with defining traditions of his institution.
10. Rapid Change and Legitimacy (Matthew Waldman)
An accumulation of events can force a presidential transition.