The state of higher education today is one of change and stasis.
Economic vulnerability, globalization, technological innovation,
and an increasingly competitive market underlie the need for change
in higher education. At the same time, there are strong and
stubborn forces at work supporting the status quo. Though daunting,
institutions of higher education can create effective
organizational change, but their foundational philosophies must be
re-examined in the process.
This book addresses a new concept, the organizational learning
contract, a shared agreement among the faculty, staff, and students
in an educational institution about what, how, where, and when
learning should take place. Goodman, who has pioneered the concept
in his work with new and traditional institutions, examines the
consequences of strong and weak contracts while bridging theory
with practice. In the first section, Goodman develops the concept
of the organizational learning contract, builds measures, and looks
at the consequences of strong versus weak contracts on student and
institutional effectiveness indicators. The second section, which
includes the perspectives of two leaders of start-up institutions
who have created new organizational contracts, explores issues of
design and change in introducing the concept into new and existing
institutions.
Ultimately, Goodman asks: If you could start from the beginning,
with appropriate resources, how would you design a new institution?
The answers have implications for all colleges and universities, as
well as the future of higher education across the globe.
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