Managing Change in the Time of COVID 19

Workshop Evaluation

There are many commonly accepted approaches for managing and leading change. COVID 19 provides us with a unique opportunity to consider what leadership means in a context where uncertainty is high and change is continual. This session will look at the pandemic, and how we might respond to it, through a lens complexity leadership theory.

I have had the good fortune to work in higher education in a variety of capacities and contexts. These include stints at several community colleges, as well as in a teaching intensive and a U-15 university. I have been a faculty member, director and dean involved with continuing studies, workforce development, corporate training, cooperative education, developmental education, online learning, management of a regional learning centre, and planning of applied research. I am a committed life long learner, having spent much of my life involved in educational endeavours. From these experiences, as well as my earlier work as a social worker, community developer and executive director, I continue to be intrigued by the attributes of organizations that encourage, support and sustain innovative practices within and between them (and also those which impede and defeat them). This includes a curiosity about the trends in higher education and other sectors that suggest changes in what we do, and how we do it, and how we can identify and capitalize on these opportunities.

what does VUCA stand for?
Not given a reason, nor an opportunity to input the process Yes, and trusting the message. L.
Wasn't it CHurchill who said Planning is critical, but leaving it behind is vital?
maybe add precedents and institutional practices that unintentionally can discourage or slow-down the ability to take the steps needed
Having to fit Community Ed into the constructs and systems that fit the other depts. of the College