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Collaboration

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Bill Cooper didn't mince words when Stanford University officials contacted him about coming on board as their director of purchasing. "I said, 'No, I'm not interested in a fragmented function and I'm not interested in an institution that has just a director of purchasing,'" recalls Cooper, who now has an office at ... Stanford.

4/17/2018

Collaborative work is key to a student’s success in the workforce of today and tomorrow. Today’s students expect their campus learning spaces to be technology-enabled environments that provide seamless collaboration and wireless connectivity, but creating these spaces can be challenging for institutions, as there are a variety of issues to consider, from room layout to the “digital divide.”

As higher ed futurists, we are asked about craven competition, niche branding, and distinctive marketing opportunities for a wide range of schools, colleges, and universities. One emergent strategic option for Engineering Institutes is to burnish their unique engineering, science, and technology niche, yet leverage the attributes and competitive advantages that come with attaining University Status.

In 1992 Henry Rowan pledged $100 million to create a new kind of engineering school. Rowan’s legacy transformed Glassboro State College into a public research university that would change the lives of South New Jersey citizens and businesses. Rowan’s gift is still rewriting the history of public campus partnering and co-development, creating a contemporary business parable that other flagship state universities can learn from.

Thirty years ago, we knew that larger institutions would consume smaller, more fragile schools - pure mergers as they came to be known. Yet, during the early higher ed merger mania era, many found that consolidations of venerable institutions offered a creative and more equitable non-merger alternative – read as, Azusa Pacific University, Birmingham-Southern College, Carnegie Mellon University, Carson-Newman University, Case Western Reserve University, Clark Atlanta University, University of Detroit Mercy, and William and Hobart Smith Colleges.

The classroom furniture and touch-screen displays at the University of Michigan’s Ross School of Business work in tandem to facilitate collaborative learning. The five-piece desks can be placed in multiple configurations around the displays.

First-year MBA students in the action-based degree program at University of Michigan’s Ross School of Business spend seven weeks working with a U.S. or international company. After that, they form seven-member teams to propose a solution to a problem they encountered in the corporate world.

Four major university systems will share online courses, analytics and learning-management software through a cloud-based digital education platform called Unizin, portions of which launched in July.

Developed by Indiana University, Colorado State University, the University of Florida and the University of Michigan, Unizin will house everything from homework videos to flipped classroom content to distance learning courses—plus all the data that’s generated.

When Ohio State students requested a campus life mobile app, Steve Fischer, director of web and mobile apps (standing, left) and his team collaborated on the project that made it happen.

In today’s higher ed world, no department can work in a vacuum, least of all IT. From understanding the business plan to knowing how a web page or application will be used and by whom before it is designed and built, the days of CIOs and their teams working independently are gone.

IT administrators are spending more time than ever before collaborating with other departments to ensure there is a clear understanding of a project’s mission and to generate a more successful outcome.

The President’s Task Force  Committee at Salisbury University is an example of how multiple  departments can work with IT. On  the committee is Simeon Ananou (seated, with laptop), as well as his colleagues from the provost’s office, student affairs, registrar, financial aid, general counsel, HR, web  communications and two academic departments.

Within the next few years, as the ROI of collaboration becomes increasingly known, expect cross-departmental teamwork to be integral to the way all IT projects are handled, says Kamalika Sandell, associate CIO of American University. “There will be fewer boundaries in IT, and that will allow input to happen fluidly throughout the regular course of doing business,” she notes.

Simeon Ananou, CIO of Salisbury University in Maryland, sees a future higher ed model where IT and curriculum are integrated.

Working in Groups
Vaddio’s GroupSTATION, designed for mid-to large-size meeting spaces, allows up to 20 people to share a PowerPoint presentation, stream a training video from YouTube, or collaborate with remote participants. Users can connect a laptop or tablet directly into GroupSTATION, which consists of two main components: a table-based MicPOD dock, and a wall-mounted sound bar that incorporates an HD camera in its center. The MicPOD Dock functions as a microphone, speakerphone, and user interface. www.vaddio.com

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