Responding to Crises
with logic, data, and deliberateness
University president steps down amid sexual assault complaints, racial tensions, graduate students unionize, budget shortfall leads to elimination of multiple programs, tenure is going away—these are just a few of the headlines that appear on a daily basis in higher education newsletters and print and social media. When negative stories are circulated via “unbalanced” social media coverage, the results can be devastating for the institution.
Being prepared is essential for all institutional leaders in order to respond to crises and unexpected situations with logic, data, and deliberateness.
Changes in higher education indicate that:
- Leaders are more challenged by the complexity of issues on a campus that go beyond student success.
- The diversity of today’s student along more “nontraditional” lines requires alternative cognitive models for reframing and adaptation.
- Cultural competencies are essential to a leaders’ toolkit.
Historic practices within colleges and universities are affected by changing constituencies:
- Between 1990-2013, Latina/o student enrollment nearly quadrupled, from 0.7 million to 2.9 million students.
- In Fall 2013, women students were 56% of total undergraduate enrollment (9.8 million) and male students comprised 44% (7.7 million).
- Latinas/os now make up 22% of children under the age of 18 in the U.S. In 1980, it was 9%.
AAG customizes Leadership through Cultural Competence, a program involving individual assessments, a curriculum addressing cultural competence, emotional IQ, intersecting identity considerations in organizations, and change management strategies. Case studies following a discussion-oriented logic methodology are used to model pragmatic outcomes.