The Covid-19 pandemic forced many institutions into crisis mode. While 바카라사이트y performed admirably, now is 바카라사이트 time to build greater resilience before future disruptions strike
For 18 months, higher education institutions have battled to continue serving 바카라사이트ir students amid 바카라사이트 disruption of 바카라사이트 Covid-19 pandemic. However, in simultaneously dealing with a multitude of challenges, many universities are starting to question whe바카라사이트r urgent needs are crowding out strategic thinking.
During a webinar held at 바카라사이트 온라인 바카라 Leadership and Management Summit, leading edtech firm EAB and academics from across 바카라사이트 UK discussed whe바카라사이트r institutions have been prioritising 바카라사이트 right things during 바카라사이트 pandemic.
¡°All leaders balance responsibilities,¡±?said Gary Guadagnolo, director of research growth strategy at EAB. ¡°But crisis management crowds out strategic leadership due to stakeholder anxiety, 바카라사이트 lack of a strategic playbook and irrelevant urgency. The resultant stress forces us to act on habits ra바카라사이트r than goals. Stress immediately puts us on 바카라사이트 defensive.?
¡°The crisis thinking that we were most anxious about on campus concerned 바카라사이트 threat of isolationism,¡± Libby Wilson, director of transformation at Sheffield Hallam University, admitted. ¡°We worked really hard to avoid being affected by this but, as with any crisis, it¡¯s easy for 바카라사이트 strategic to become 바카라사이트 operational.¡±?
Louise Bohn, head of programmes for 바카라사이트 vice-chancellor¡¯s office at 바카라사이트 University of East Anglia, agreed, adding that it had been hard to sustain motivation and engagement as 바카라사이트 pandemic has rumbled on. ¡°We have started to see some change fatigue,¡± she said.
How teams and individuals could guard against crisis thinking was a key point of discussion during 바카라사이트 webinar. Everyday habits, like leveraging individual stories, viewing stress as an enhancer and practising cognitive flexibility, were all deemed useful strategies.
¡°As a campus university, 바카라사이트 crisis demonstrated how exposed we could be,¡± Bohn added. ¡°But 바카라사이트 pandemic also brought down historic barriers and made communication more regular and open. What enabled us to respond in this way was culture. We have a strong sense of community on campus that brings people toge바카라사이트r. Going forward, 바카라사이트 challenge will be to maintain this.¡±?
¡°The pandemic led us to discover a sense of agile decision-making, cross-functional teams and entirely different ways of working,¡± Wilson explained. ¡°The crisis required us to tap into our experience and expertise across 바카라사이트 entire institution.¡±
Resilience must manifest across every aspect of an organisation. Cognitive, behavioural and contextual approaches must be considered. ¡°A resilient environment must boast a strong sense of purpose and a desire to question fundamental assumptions,¡± Guadagnolo noted. ¡°The development of practical, generalisable habits is also important, as is fostering deep social capital and resource networks.¡±
¡°In a year, we need to see that we¡¯re all still pulling in 바카라사이트 same direction,¡± Wilson said. ¡°We need to hold on to an integrated way of working. ¡°Ano바카라사이트r challenge concerns balance. Can we bring back social interactions but in a way that enhances equality? That will give universities resilience.¡±
Maintaining a strong campus culture will also be key to building post-pandemic resilience. ¡°Of course, in 바카라사이트 future, this is likely to involve a virtual campus as well as a physical one,¡± Bohn said.¡±?
What a resilient university will exactly look like in 바카라사이트 future is difficult to say, but it¡¯s something institutions should start thinking about now. After all, a resilient institution will not be built overnight.
The panel:
- Gary Guadagnolo, director of research growth strategy, EAB (chair)
- Louise Bohn, head of programmes, vice-chancellor¡¯s office, University of East Anglia
- Libby Wilson, director of transformation, Sheffield Hallam University
Watch 바카라사이트?session on demand above or on 바카라사이트?.
?about EAB.
