Organizational Gps: A Blueprint for SoTL Cultural Transformation and Sustainability
Abstract
This SoTL initiative examines how organizational systems and faculty perceptions impact the initiation, implementation, and public dissemination of innovatively practical academic solutions at the individual, group and institutional level. The development of cultural environments supportive of the scholarship of teaching and learning, a form of organizational creativity, requires a commitment beyond the verbal articulation of mission and vision statements to recognizable and measurable actions which facilitate improvements in instructional quality, academic engagement and student learning. Intentional observation and critical reflection of pedagogical and policy conflicts must inform decision-making to successfully align organizational goals, purpose and strategy. Organizational creativity, viewed as a SoTL process, product or idea, requires a synergistic relationship between the academic, instructional and administrative environments. The ability of University faculty and the administrative leadership to recognize and attend to the competing organizational forces and perceived barriers results in the enhancement of university collaborations, resource sharing and SoTL sustainability.
Location
Room 1909
Recommended Citation
Earl-Lewis, Monique, "Organizational Gps: A Blueprint for SoTL Cultural Transformation and Sustainability " (2010). SoTL Commons Conference. 83.
https://digitalcommons.georgiasouthern.edu/sotlcommons/SoTL/2010/83
Organizational Gps: A Blueprint for SoTL Cultural Transformation and Sustainability
Room 1909
This SoTL initiative examines how organizational systems and faculty perceptions impact the initiation, implementation, and public dissemination of innovatively practical academic solutions at the individual, group and institutional level. The development of cultural environments supportive of the scholarship of teaching and learning, a form of organizational creativity, requires a commitment beyond the verbal articulation of mission and vision statements to recognizable and measurable actions which facilitate improvements in instructional quality, academic engagement and student learning. Intentional observation and critical reflection of pedagogical and policy conflicts must inform decision-making to successfully align organizational goals, purpose and strategy. Organizational creativity, viewed as a SoTL process, product or idea, requires a synergistic relationship between the academic, instructional and administrative environments. The ability of University faculty and the administrative leadership to recognize and attend to the competing organizational forces and perceived barriers results in the enhancement of university collaborations, resource sharing and SoTL sustainability.
