Planning for higher education最新文献

{"title":"Nudge: Improving Decisions about Health, Wealth, and Happiness","authors":"S. Flanagan","doi":"10.5860/choice.46-0977","DOIUrl":"https://doi.org/10.5860/choice.46-0977","url":null,"abstract":"Nudge: Improving Decisions about Health, Wealth, and Happiness by Richard H. Thaler and Cass R. Sunstein Penguin 2009 312 pages ISBN: 978-0143115267 Reviewed by Scott Flanagan In higher education, the power to influence is often more potent than position authority (Bergquist 1992; Birnbaum 1988). Nudge explores the relationship between decision process design (choice architecture) and decision making and suggests that conscious choices about choice architecture can improve decision making. College campuses are full of intelligent people who sometimes struggle to understand behavior that is not rational. Nudge helps to explain the reasons why and how rational decision making can be supported by choice architecture. The authors, Richard Thaler and Cass Sunstein, worked on this book during the course of their years together as faculty members at the University of Chicago. Since then, the authors have reportedly become part of a \"behavioral dream team\" (Grunwald 2009, p. 29) that influenced then-Senator Obama's campaign, and President Obama has appointed Sunstein to a leadership role in reviewing and crafting federal policies. While college and university planners are not its primary target authence. Nudge carries implications that planners can use to enhance the effectiveness of their work. Thaler and Sunstein collaborated during weekly lunches at the same restaurant. At times the book has the comfortable, colloquial feel of a conversation among colleagues. The book is written in an accessible manner for a broad authence with examples liberally and skillfully used to illustrate key points. It is not the result of new research, but is rather the distillation of previous work in the field of behavioral sciences, presented in a manner easy to understand and apply. In this respect, it is similar to Freakonomics (Levitt and Dubner 2005), 77ie Tipping Point (Gladwell 2000), Outliers (Gladwell 2008), The Black Swan (Taleb 2007), and other recent works that communicate complex ideas simply. The book contains sufficient scholarly background, which gives its observations and recommendations more weight than other recent popular works that seem to be only a series of anecdotes loosely organized around a theme. Nudge is organized in five parts: an introductory exploration of the concept of libertarian paternalism, the impact of nudges upon financial, health, and lifestyle decisions (respectively), and a concluding section suggesting other specific applications of the concept. The book is built on two key foundations. The first is that there is no such thing as neutral design. Whether intended or not, the choice architecture of every process influences the likelihood of particular outcomes. Exposing the myth of neutral design is one of the most powerful ideas in the book. Second, individuals do not tend to act rationally. Most of us have every good intention to pursue financial and physical health, yet we often buy more investments when the stock market is incre","PeriodicalId":294866,"journal":{"name":"Planning for higher education","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123222031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EARTH SHELTERED BUILDINGS COUPLED WITH THE SUN OPPORTUNITIES AND CONTRAINTS IN DESIGN","authors":"D. J. Bennett","doi":"10.1016/B978-0-08-028050-9.50014-4","DOIUrl":"https://doi.org/10.1016/B978-0-08-028050-9.50014-4","url":null,"abstract":"","PeriodicalId":294866,"journal":{"name":"Planning for higher education","volume":"114 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117088018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategic by Design Iterative Approaches to Educational Planning","authors":"S. Chance","doi":"10.21427/D7GK72","DOIUrl":"https://doi.org/10.21427/D7GK72","url":null,"abstract":"In the push for accountability, colleges and universities resort to simplistic, linear thinking when planning-an approach not well-suited to academia. Today's tumultuous economic and political conditions require universities to adapt - fast. Leaders must attend to unforeseen crises, events, and opportunities in ways that align with their core missions, promote their universities' continued existence, and help achieve disparate goals (Rowley, Lujan, and Dolence 1997). Good planning and good plans involve iteration; simple cause-and-effect thinking is no longer enough. Universities can - and frequently do - suffer when they use linear, mechanistic thinking (Presley and Leslie 1999; Rowley, Lujan, and Dolence 1998). Leaders can make too many erroneous assumptions about the future. And, when users view strategic plans as fixed road maps, they often fail to recognize the faulty assumptions that hinder their success along the way. They generally fail to harness emerging opportunities as well. To enhance outcomes, planners must ensure there are adequate resources for monitoring and adjusting plans during implementation. Those empowered to monitor outcomes and activities must fully understand the plan's core intentions so they can effectively refine the plan as it unfolds (Allison and Kaye2005; Holcomb 2001). Linear problem solving (as in figure 1) assumes a rational and predictable sequence of events. Models for rational decision making assume that problems are clear and well structured from the start. They require that resources and abilities be determined before designing, and they prevent the designer from introducing new possibilities that present themselves in the course of problem solving (Simon 1973). Higher education's overtly linear, internally-oriented form of planning is more appropriately described as \"long-range planning\" (Presley and Leslie 1999). Long-range planning is generally more prescriptive and less adaptive than strategic planning and does not provide the mechanisms for quick, purposeful adaptation that could render change efforts more effective. Strategic planning works best when seen as a continuous process of experimentation that allows multiple decisions to emerge on many different fronts simultaneously (Leslie and Fretwell 1996). Chaffee (1985) notes that while strategy formation in the business context actually had three facets (linear, adaptive, and interpretive), higher education has relied almost exclusively on linear models. This has contributed to some ofthe problems educational planning faces today. Adams (1991) describes three major areas of crisis: (1) definition and identity, (2) intellectual foundation and scientific theory, and (3) utility and success. This article explores many of these issues in an effort to enhance practice. Iterative Strategy Pearson (1990) indicates that in higher education, strategy is best used to set direction, focus effort, encourage consistency of effort over time, and promote flexibility","PeriodicalId":294866,"journal":{"name":"Planning for higher education","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117341155","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}