A Greenhouse for Writing Program Change Export

@article{citeulike:1145486, author = {Brady, Laura}, citeulike-article-id = {1145486}, comment = {WVU developed a strategic plan, and that experience may be useful to other writing programs. The provost's metaphor of a greenhouse resembles "the corporate 'action lab' model of change [which] helps foster an intense environment in which no participant is quite sure what conventions apply" (27). It takes workers out of their comfort zone and demands hard work and upper-level support (27-28). As a result of the greenhouse, facts about the writing program that had previously been ignored were now explicit (30). "The process of changing is what keeps systems dynamic. The key . . . is to keep change purposeful rather than exhaustingly unpredictable" (31). Success depends in part on emphasizing continual change (32). Brady provides a list of strategies for "iimplementing consistent strategic and dynamic change" that all writing programs might find useful (32-33). She gives detailed attention to funding, a "critical issue in planning and maintaining change" (34). Her appendix offers a sample outline for the sequence of greenhouse meetings (39-47).}, journal = {WPA: Writing Program Administration}, keywords = {change, corporations, wpa}, number = {3}, posted-at = {2007-03-07 12:41:05}, priority = {2}, title = {A Greenhouse for Writing Program Change}, volume = {29}, year = {2006} }

TY - JOUR ID - citeulike:1145486 L3 - citeulike-article-id:1145486 IS - 3 JF - WPA: Writing Program Administration TI - A Greenhouse for Writing Program Change VL - 29 KW - change KW - corporations KW - wpa N1 - WVU developed a strategic plan, and that experience may be useful to other writing programs. The provost's metaphor of a greenhouse resembles "the corporate 'action lab' model of change [which] helps foster an intense environment in which no participant is quite sure what conventions apply" (27). It takes workers out of their comfort zone and demands hard work and upper-level support (27-28). As a result of the greenhouse, facts about the writing program that had previously been ignored were now explicit (30). "The process of changing is what keeps systems dynamic. The key . . . is to keep change purposeful rather than exhaustingly unpredictable" (31). Success depends in part on emphasizing continual change (32). Brady provides a list of strategies for "iimplementing consistent strategic and dynamic change" that all writing programs might find useful (32-33). She gives detailed attention to funding, a "critical issue in planning and maintaining change" (34). Her appendix offers a sample outline for the sequence of greenhouse meetings (39-47). AU - Brady, Laura PY - 2006/// ER -