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Record Nr. |
UNINA9910814586403321 |
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Autore |
Crookston Robert Kent <1943-> |
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Titolo |
Working with problem faculty : a six-step guide for department chairs / / R. Kent Crookston |
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Pubbl/distr/stampa |
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San Francisco, : Jossey-Bass, 2012 |
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San Francisco : , : Jossey-Bass, a Wiley imprint, , 2012 |
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ISBN |
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1-118-28312-0 |
1-283-52970-X |
9786613842152 |
1-118-28501-8 |
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Edizione |
[First edition.] |
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Descrizione fisica |
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1 online resource (viii, 226 pages) : illustrations |
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Collana |
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Classificazione |
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Disciplina |
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Soggetti |
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College personnel management |
College department heads - Professional relationships |
Problem employees |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Note generali |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Working with Problem Faculty: A Six-Step Guide for Department Chairs; Contents; Problem Faculty: The Number One Concern of America's Academic Chairs; ""Problem Faculty"" Defined; An Important Question Before We Start; Notes; Part One: The Six Steps; 1. Step 1: Clarify Values and Expectations; An Expectations Document; ""A Covenant That Guides Our Core Beliefs""; ""A Few Rules and Expectations""; Starting with a Vision or Mission; Fun; A Word of Caution; A Great Department Climate; Summary for Step 1: Clarify Values and Expectations; Notes; 2. Step 2: Follow Policy; Policy Check |
Policy ExceptionsDo You Have Policy on Civility?; Summary for Step 2: Follow Policy; Notes; 3. Step 3: Build Trust with Colleagues; Reflecting on Greg's Options; No End Runs; Build Trust with Whom?; Upper Administration and Campus Experts; The Dean; Senior and Respected Colleagues; Senate and Union Representatives; Staff and Support Personnel; The Person Who Is Perceived to Be the Problem; Build Trust How?; Start by Extending Trust; Trust but Verify; Be Open and Transparent; Never Put Down People or Policy; Keep Confidences; Don't |
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Ignore Troubling Behavior; Don't Go It Alone |
Summary for Step 3: Build Trust with ColleaguesNotes; 4. Step 4: Evaluate Yourself and Your Perceptions; Unloading Our Prejudices; Being ""Quick to Observe""; Setbacks; Lizard Brain; An Optimistic Note; Summary for Step 4: Evaluate Yourself and Your Perceptions; Notes; 5. Step 5: Listen; Caring; The Buttoned Lip; Ways of Listening; Active Listening; Passive Listening; Empathic Listening; Deep Listening; Power Listening; Self-Listening; Listening Tips for Chairs; A Final Thought on Listening; Summary for Step 5: Listen; Notes; 6. Step 6: Take Effective Action; Be Prepared; Act Quickly |
Have a Witness and Keep NotesConfront with Confidence; Clarify and Impose Consequences; An Expectations-and-Consequences Formula; Assemble a Solid Case (Document, Document, Document); Be Patient; Weigh the Costs; Summary for Step 6: Take Effective Action; Notes; Part Two: Tough Questions; 7. What About the Chronic Poor Performer?; Start with Expectations; Consider Ability; Move to Motivation; Conclusion; Summary for Working with the Chronic Poor Performer; 8. What About the Passive-Aggressive Colleague?; Good News, Bad News; A High-Cost Decision; Some Suggestions |
Step 1: Clarify Values and ExpectationsStep 2: Follow Policy; Step 3: Build Trust with Colleagues; Step 4: Evaluate Yourself and Your Perceptions; Step 5: Listen; Step 6: Take Effective Action; Summary for Working with the Passive-Aggressive Colleague; 9. What About Bullies?; Applying the Six Steps to Bullying; Step 1: Clarify Values and Expectations; Step 2: Follow Policy; Step 3: Build Trust with Colleagues; Step 4: Evaluate Yourself and Your Perceptions; Step 5: Listen; Step 6: Take Effective Action; A Proactive Approach; What If the Bully Is a Student?; What If the Bully Is Your Boss? |
Summary for Dealing with Bullies |
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Sommario/riassunto |
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Department chairs name "difficult people" or "problem faculty" as the most pressing issue they face. Coming into the position from a faculty role, as most do, department chairs have little or no training in dealing with their colleagues when they exhibit aggressive behavior, bullying, lack of collegiality, or other varieties of challenging behavior. Yet the chair's ability to handle people and situations appropriately is key not just to his or her success in the role but also to the department's and its members' ability to function productively. Here, Kent Crookston provides a practical, focus |
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