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Key theme: Cultural Change in Organisations Type: Execution
Goals and description:
- To raise the interest of faculty in integrating GRL issues into their teaching
- To support them by offering opportunities to learn from others experiences
- To give faculty quick access to existing business cases which GRLF would identify as relevant
- To encourage the production of new cases by launching a GRLF-award
Champion:
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Action:
- Design a specific workshop targeting key faculty who could serve as change agents. It will bring together professionals and academia in order to assess the relevance/importance of GRL issues and to build a network
- Progress report (Andre’s project) will include a section reporting on GRLF partner experience in attracting more faculty members.
- Invite GRLF members to share business cases which they consider relevant. (e.g. Henri-Claude).
- Form a group to review existing cases and recommend the most relevant ones.
- Further explore the idea of a GRLF-Award for the best business cases.
- Use the website as a platform for dissemination.
Next Steps: - Action 2: start immediately, first reporting due in Leeds (April 2007)
- Action 3: start now, Email will be send to all learning institutions, information will be available in January 2007
- Action 1 and action 4 will be further defined and discussed in Leeds.
- Action 5: Proposal will be submitted to the Board of GRLF in February 2007.
Co-conspirators:
Benoit
Andre
Jean-Louis
Carine
Swar
Liliana
Pierre
Silvia (co-ordinator)
Supplementary notes from GRLI Meeting in Brussels, June 28-29, 2006 (Anders, Dorron, Silvia = coordinator, Simon, Swar)
This first brief outline summarizes our discussion about faculty development during the Brussels meeting in June. It is an invitation to other group members to join and form a small working group from October 2006 onwards. The notes shall indicate a pragmatic way of moving forward in small steps.
The key objective is to answer the question of how to leverage institutional change within one’s organization / institution. How can the faculty be convinced of the idea of GRLI?
1. Management Our assumption is that the implementation is a management / governance issue. Therefore, one key prerequisite is the commitment of the institution’s management. The management keeps itself informed about the faculty’s GRLI actions. One driving force could be the GRLI badge / accreditation (should be taken on the GRLI charter). Based on those criteria the GRLI badge becomes a recognized quality label.
2. Faculty development process One of the first steps could be an open forum using current experience of GRLI (e.g. founding partners as lecturers) for sharing achievements and challenges and for learning about needs and actions. The aim is to invite people from the faculties, who want to take a lead and to work on the format of a continuing faculty development. Activities, programs etc. to follow will be specified on demand as a result of that meeting (in preparation and duration). The GRLI principles will be applied; lasting hands-on results produced in an unique and efficient way.
Next steps: - Collaboration with existing projects, e.g.: - Charter project (accreditation, mission statement, GRLI badge, criteria, etc.)
- #27: Quality improvement, accreditation, ranking, rating and global responsibility
- Connect to experienced partners (e.g. Queen’s University) - Form a small core group for pushing forward the project from the beginning of October 2006 - Invitation to a 2-day open meeting during 2007, organized by champions identified within the GRLI group
Co-conspirators are to be found in the new group and the “old” ones. In Brussels, we talked but did not act on this. So, anyone who’s interested, please, join!
record latest report date here October 2007
report update here The established objectives of faculty development remain the same. The University of Mannheim is dedicated to implementing GRL issues into its curriculum and raising awareness for these topics amongst faculty members. There have been a number of conceptual considerations, which we would like to further discuss at the GA in Canada.
1 Action 1: Successful “Kick-off event” held for the university’s president, provost and deans. In March 2007, Hanns Michael Hölz, Managing Director at Deutsche Bank, gave an informative speech exemplifying the practical aspects and significance of corporate responsibility at an international corporation, whilst sensitizing his listeners for the relevance of this topic and the urgency of integrating these issues into the students’ education.
2 Action 3 & 5: The collection of case studies for the purpose of sharing these amongst GRLI members as well as awarding a prize for the best case study should be discussed in Leeds. The call for case studies earlier this year proved little fruitful, and a member pointed out that different platforms for best practice case studies already exist, making this action partially redundant. We therefore reasoned that it is best to inquire in Canada what the GRLI members desire in particular in terms of case studies. Similarly, the details of an award need to be reconsidered with the other members. |
