Supporting Innovation with Democracy Vicki Golich, Sandra Haynes, Elizabeth Parmelee and Mark Potter Metropolitan State College of Denver.

Supporting Innovation with Democracy

Vicki Golich, Sandra Haynes, Elizabeth Parmelee and Mark PotterMetropolitan State College of Denver

A time of disruption…

Education for job training…

• Silos…?

or education for democracy …

Or democracy in our institutions?

… or Fiefdoms?

A radically changing environment

requires…Innovation

Democracy

Social capital Leadership

Innovation

Innovation

Democracy

Social capital

Leadership

METRO LEADS

• Program suggested to the President by a staff member who was encouraged to take the risk of trying it out.

• Annual program with a cohort of 20 Metro Leaders drawn from all ranks.

• Metro Leaders develop and participate in a series of 8 day-long seminars.

• MetroLeads supports democracy, creates social capital and builds leadership.

Democracy

• Higher ed is not a democracy…

• Shift to a democratic culture– Opportunities for voice (not exit)– Respect and trust– Civility and clarity

• Democratic vision: Top administration must commit and make it visible.

Metro State's institutional culture is democratic in nature and a respectful place for all who work here. A high level of trust exists between administration, staff, and faculty, which enables us to do great things together. Civility and clarity describe our communications, conversations, and collaborations with each other.

Innovation

Democracy

Social capitalLeadership

Social capital

• Networks of trust and reciprocity

• Make democracy work

• Do institutions with greater social capital have stronger democratic practice?

• Make innovation possible by supporting voice, risk and growth of ideas…

Trust… Reciprocity…

Metro Leads

Collaboration…

Leadership

• Metro Leads creates a cadre of leaders across campus.

• University Council being created to strengthen leadership and voice.

• President’s leadership is central in developing democracy and supporting innovation.

• Employees must be allowed and encouraged to take risks.

“We don’t always agree with Steve at the start, but we trust him. We know that failure sometimes accompanies risk, but we believe that risk is good.”

Terrence MacTaggart. 2001. Leading Change: How Boards and Presidents Build Exceptional Academic Institutions.

Washington DC: AGB Press.

Innovation

Social Capital

DemocracyLeadership