Not Just Business as Usual

What makes a Linfield business degree distinctive? It is grounded in the liberal arts. That gives graduates a broader understanding of not only business, but of people and other issues that affect how decisions are made

Planning to fail? A critique of current project definitions as a basis for benefit realisation

This paper explores the notion that current project definitions provide a singular view: that of project managers and this perspective leads to limited boundaries which are prejudicial to good project delivery. Thus, it takes a radically different view of project failure from that which is generally accepted. We will contend that viewing projects through this limiting lens often results in failure being attributed to reasons that are only symptomatic, and that root causes are not uncovered. The paper establishes that project failure is endemic and has existed for over 25 years. Attempts to apply control and prescriptive methodologies have made the position worse. We go on to describe an appreciative research project that uses a definition of projects emphasising the realisation of benefits, rather than production of outputs. We then give an overview of the success this has achieved so far. We conclude by making some proposals for further research

Cultural Competency in Capacity Building

Discusses different capacity building approaches to improving cultural competency that are informed by community participation and multicultural organizational development

Energy’s Role in the Extraversion (Dis)advantage: How Energy Ties and Task Conflict Help Clarify the Relationship Between Extraversion and Proactive Performance

While academic and practitioner literatures have proposed that extraverts are at an advantage in team-based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project-based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team-based work

Cultural Humility: A Framework for Local and Global Engagement

Many institutions of higher education have implemented local and global engagement opportunities as a way to expose both students and faculty to different cultures and further their knowledge of those cultures. One of the primary goals of these cultural experiences is for students and faculty to become more culturally competent. However, it is possible that our current way of thinking and promoting cultural competency within education specifically may not go deep enough and could be considered limiting in the ways we partner, collaborate, and interact with people groups different than ourselves. Cultural humility, a construct currently accepted in some professional preparation programs in the medical field, may be the foundation from which to shift our thinking and practices about cultural competence within education and provide a deeper meaning and understanding to our work around the globe. This article describes the experiences and reflections, as well as personal and professional applications of three faculty members from George Fox University as we have participated extensively in global engagement experiences. Each faculty member addresses three questions that we considered which directly related to our experiences and learning journeys: (1) How have we changed our perceptions or assumptions as a result of our interactions within the context of these opportunities? (2) Have we changed our practices or thinking? (3) Are we more culturally competent as a result of these experiences than before we embarked on our global engagement initiatives

Perspective study: governance for C2C

This perspective study will serve as frame of reference for follow-up activities and exchanges both within and outside the Cradle to Cradle Network (C2CN) and it aims to reflect the current challenges and opportunities associated with implementing a Cradle to Cradle approach. In total, four perspective studies have been written, in the areas on industry, area spatial development, governance and on the build theme

What do networks do to work: the agential role of network

The article draws on an ongoing study of interorganisational learning in project based organisations and how organisations learn through network settings. The article aimed at drawing theoretical explanations of network learning especially after learning moved from interorganisational learning to inter-networked learning. The article employs the structure agency relationship by Dave Elder-Vass as theoretical lens to draw conclusions that provides fresh explanations of how network are helpful in fostering learning activities. The research method included interviews, observation and archives. Data were analysed using thematic analysis which generated codes and then conclusion were drawn. The main contributions of this article are (1) to portray agency as another face of structure, (2) stress the agential role of networks, and (3) looking at networks as agents provides fresh understanding of benefits of networks

Taking Stock of Common Core Math Implementation: Supporting Teachers to Shift Instruction: Insights from the Math in Common 2015 Baseline Survey of Teachers and Administrators

In spring 2015, WestEd administered surveys to understand the perspectives on Common Core State Standards-Mathematics (CCSS-M) implementation of teachers and administrators in eight California school districts participating in the Math in Common (MiC) initiative. From this survey effort, we were able to learn from over 1,000 respondents about some of the initial successes and challenges facing California educators attempting to put in place and support new -- and what some consider revolutionary -- ideas in U.S. mathematics education