04126oam 2200709M 450 991080767870332120240404232421.01-317-84946-91-315-82930-41-317-84947-79780415935661(CKB)3710000000185996(EBL)1733944(SSID)ssj0001375625(PQKBManifestationID)12592961(PQKBTitleCode)TC0001375625(PQKBWorkID)11336670(PQKB)10781046(MiAaPQ)EBC1733944(Au-PeEL)EBL1733944(CaPaEBR)ebr10895837(CaONFJC)MIL628390(OCoLC)884014185(OCoLC)1055359155(OCoLC)1081208784(OCoLC-P)1055359155(FlBoTFG)9781315829302(EXLCZ)99371000000018599620020617j20021025 uy 0engur|n|||||||||txtccrCall to Purpose Mission-Centered Change in Three Liberal Arts Colleges1st ed.New York RoutledgeOct. 2002Florence Taylor & Francis Group [distributor]1 online resource (157 p.)RoutledgeFalmer Studies in Higher EducationDescription based upon print version of record.1-138-98804-9 0-415-93566-0 Includes bibliographical references and index.Cover; Title; Copyright; Contents; Chapter 1 Introduction: More Than Just ""Mission""; Chapter 2 A Thematic Account of the Development of Institutional Purpose; About the selection of sites; A word about time frames; Institutional malaise; Ending the stalemate; Creating a mandate for change; Toward a common purpose; Implementing the vision; Struggles over ideology: True believers and naysayers; The dark side of change; Discovering you've arrived: Symbols of Success; Reaching the end of the life cycle of change; Chapter 3 The Search for Purpose as Institutional RevitalizationA crisis of purposeRejection of the status quo and building the consensus for change; Arriving at a new vision; Birth of a Movement: True believers, supporters, fence sitters and naysayers; Implementing the vision; Realizing the vision and the social construction of success; Mission creation as a socio-cultural movement; Comparing belief systems: Then and now; Toward a new ideology; Chapter 4 The Power, Politics, and Pathology of Ideologically Based Change; The politics of advancing a new vision; Rewriting the social contract; Pushing for change; Securing change; Constructing the enemyWitch-hunting at OlivetAn analysis of the witch hunt; Chapter 5 Sustaining A Sense of Purpose and the Social Construction of Success; New programs and policies; Betterment of institutional life; Enhanced attractiveness of the community; Challenging members' conceptions of success; The inestimable value of success; Tempered idealism; Sustaining community; Chapter 6 Conclusion; Findings; Leadership in the cultural realm; Future research; Appendix A Research Design and Methodology; Bibliography; IndexAnnotationA decade ago, the majority of liberal arts colleges, suffering from a decline in resources, drifted from their traditional missions. This study looks at three insitutions and suggests that a clear mission is more than a common goal.RoutledgeFalmer Studies in Higher EducationUniversities and collegesUnited StatesAdministrationCase studiesEducational planningUnited StatesCase studiesMission statementsUnited StatesCase studiesUniversities and collegesAdministrationEducational planningMission statements78.1/01378.101Hartley Matthew1964-1683843OCoLC-POCoLC-PBOOK9910807678703321Call to Purpose4066382UNINA