Month: November 2017

Faculty Rank Open Forum

Posted on

At 1:20pm on 11/8/2017, I attended Adapting and Thriving During Workplace Change, presented by John Bakken, at the 2017 Fall Wake Technical Community College Professional Development Conference in Raleigh, NC.

John is the dean of … and gained control of the faculty rank application process because he has no employees under him, basically acts as a liaison between staff/faculty crossovers. With no employees, he has no skin in the game.

THis session began with a no-nonsense introduction. will have a menu to search for faculty rank. The template has built-in headers, and document for the headings and materials for prompts. Delete these and build your narrative on top of this.

What’s new? nothing has been decided or concluded. There are no new hiccups or roadblocks. Changes included advanced degrees (how does this apply to your teaching if not an advanced credential which is required for your job). This is because not all reviewers are experts in your field.

HOw can we prepare for future applications if we don’t know what is required. Some research items may require years to complete. Those are probably required only on high-level rankings.

Scholarly articles had thrown some people for a loop. We are looking for strategies and good, well-informed decisions. Changes should look to scholarly articles, professional development, etc., instead of simply “Because I wanted to”. Ranks rely on the supervisor to understand the level of publication.

Only the top 4 items will be scored. Specifics should be broad strokes and not granular in nature. I met from fall 2015-spring 2017 for 2 hours each month and I participated in these activities.

Common mistakes include: non-specific answers “I am on a committee”. Give details on committee work. How many night classes have you taught? how many new courses? Community services is for the college. These hours should be representing the college. These are not specific things for your own. The office of volunteerism is a great place to start. fairs and places where you are representing the college.

Associate prof should have multiple packets and they are not read by the same people. Four pages for each are required. We want to see what you’ve done recently. Don’t just drop the old materials in again. Write a new narrative.

Rank is not rescinded at any time. That would be an HR issue.

Percentage of success and retention is used in rank, but only as a vehicle to discuss what you are doing in the classroom, and what you are doing to reduce/adjust/fix this issue.

If budget becomes an issue, the percentage scores are taken into account,but only in that situation. No one knows the scores they received, except John. The VP who assigns the budget only gets a notification on the budget and the amount to fulfill all contracts.

The process is a year-long process. If we follow a pattern, submission is in the fall, and the item goes into effect in June.

Can we talk about something twice in different ranks? YES. If applying for associate, the assistant will not be seen. So information should be considered individually for each.

Can we join the committee? Yes, but let’s talk about it. There is a committee which is involved. There are opportunities to serve. We’re looking for new members in the spring. THey cdo not review. Review committees are built every fall. You must hold the rank to review that level. The requests will go out usually each fall. There are faculty and deans from each division. Curriculum and faculty deans serve on these committees, and serve for a year. You cannot be a reviewer in the year you review.

Ranks are not required for promotion into administration, and should not be.

Everyone was very pleased with the open forum, and the open attitude of the presenter. John Bakken immediately set everyone at ease, and kept everyone engaged and well-attentive to the subject.


Adapting and Thriving During Workplace Change

Posted on

At 9:50pm on 11/8/2017, I attended Adapting and Thriving During Workplace Change, presented by Brittany Hochstaetter, at the 2017 Fall Wake Technical Community College Professional Development Conference in Raleigh, NC.

Adapting and Thriving During Workplace Change

Brittany began by telling us a short tale about how things changed in her household after a move growing up. After a short introduction, she discussed how the emotions related to new initiatives can impact us. She asked us: Where were you when accessibility rolled out? Where were you when EPIC Launch happened? Change is constant, and we’ll discuss how to adapt to this change and assist others to adapt to this change.

Change is difficult for us. A study found that organizational change can have a profound impact on employees. During business or professional change, employees are 2x more likely to suffer chronic stress, 3x more likely to quit or look for a new job, and 4x more likely to have health.

Change is emotionally difficult.

We resist change because it feels better to do the same thing.


We resist change because it feels better to do the same thing.
[Silent_Lang.silent language of leaders p.69]

Moving off routine begins a state of uncertainty. We thrive on routine and predictability because it fives a sense of control. Your brain searches for past situations that seem similar to the current one in order to access the emotions attached to them. In the case of a failed change, the negative emotion is brought and transferred to the initiative- regardless of the rationale for the validity of the current change.

Many times, resistance is attached to an emotion. Emotions are relatable, but sometimes things we are told in the workplace are NOT personal, but we take them personally. WE make it personal, especially in our negative emotion.

We resist change because its emotionally difficult. We resist change because we don’t enjoy being told what to do. If things are working out, people will resist change due to the fundamental human objection of having the will of others imposed upon them.

SO, how can I adapt to change and assist others?

IF a changed doesn’t feel different, it isn’t considered a “change”.

1) Increase your emotional self-awareness.

To perform at a higher level, it is not your IQ< its your EQ which helps you to excel. Why are you having trouble with this change? If you envision the emotional response involved, you can adjust and help others. Your change journey might be short (say a 2-second OK on "please recycle your cardboard") or quite long (say a 2-year journey to admit that the death of a loved one had nothing to do with your argument).

This change curve is similar to one used in emotional grief and grief.

2)Adapt to change and Assist Others:
Determine what is causing the greatest insecurity or discomfort regarding the change

  1. Fear of job loss?
  2. fear of the unknown
  3. lack of competence
  4. lack of support
  5. poor timing
  6. lack of trust
  7. former change experience
  8. empathy to a different stakeholder
  9. lack of reward
  10. something else?

3)After you identify what you are feeling and why, remind yourself of your core strengths.

Geoffrey Cohen and David Sherman wrote in a 2014 study that people who experience change did better they stopped to journal about the qualities about themselves which they most admired and those which others most admired about them.

In an example, a teacher moved from a 2-person office to a 5-person office. What concerns might she have? How can she build a bridge from her strengths to address her concerns?

example: If she’s anxious about the noise level, she can draw on her friendly and kindly natures to put those fears aside with a kind word, and possibly begin a collaboration environment in the new office setting.

COnnect the dots on anxiety and strengths, you’ll walk back the anxiety.

4) Focus on what you DO know and CAN control?

  1. Your questions and information gathering
  2. Your current performance in your current role
  3. Your relationships
  4. Your well-being choices

What is the “WHY” of the change in question? Leaders need to discuss the WHY, and clearly communicate the why to the people who will undertake the tasks. Ask in a kind and sincere way the details about the change. Sometimes the boss can tell you the WHY and sometimes you cannot know. Sometimes you can tell as much from what they cannot say and cannot tell… from what they do tell you.

5)Adapt and change
Use a mind-body effect and remember your emotions will affect others. Facial feedback, backward motion, and emoptional contagion are all real issues in change.

In the end we will be judged not by how much we opposed the change, but how we helped the change be successful.