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Neurology: Strength Testing Wrist Extension (Jill)
No full textA female neurologist tests wrist extension (C6, C7, radial nerve) on a large-bodied female patient. There is a medical student trainee present.
Clinician: Anita Florendo-Cumbermack MBBS, MHPE, FRCPC, CSCN (EMG)https://ir.lib.uwo.ca/neuro_motor/1016/thumbnail.jp
Improving Holistic Sustainability through Complexity Leadership
Get PDFThis Organizational Improvement Plan (OIP) outlines a planned change to improve decision-making spaces and processes-related sustainability. The OIP details a problem of practice examining how to incorporate holistic sustainability into university governance by identifying critical values to improve processes and outcomes. This examination aligns with the university’s 2030 plans and goals. A critical pragmatism worldview underpins this OIP and applies individual and organizational reflection to support a change transition. Higher education sustainability operation systems require multiple disciplinary perspectives to engage in this evolution. The initial change is co-creating a university definition for holistic sustainability that substantiates additional framework building and policy development. The OIP presents a frames-based organizational analysis to assess university resource requirements and change readiness. Adaptive and complexity leadership theories are employed to navigate systems change and to enact the change implementation compass. Blending the change processes with the leadership theories to bolster diverse perspectives is the keystone to the improvement. Applying the change path model to the proposed three-phase solution engages various university stakeholder networks deliberately. A participatory evaluation approach integrated into the implementation compass enables assessment of the improvement process and the communication plan through cycles of quality improvement. Engaging stakeholder networks in the adaptive space to promote top-down and bottom-up ideation and information flow is essential for holistic sustainability governance to emerge at the university. The future university state is the recognition of a holistic sustainability lens on all decision-making practices and spaces throughout university operations, outreach, research, and curriculum
Increasing Collaboration Between Noncredit Staff and Credit Faculty
Get PDFThis Organizational Improvement Plan (OIP) focused on two specific stakeholder groups within a liberal arts postsecondary institution in western Canada: the noncredit faculty (NCF) and academic faculties. A third group, the external community, is also a key stakeholder that will benefit from the OIP through relevant programming for work-ready graduates. The NCF, in which noncredit certificates, diplomas, and professional development programs are offered, is tasked with revenue generation. It is an outward facing arm of the organization, with a strong focus on building relationships with the business and nonprofit community. The goals of the academic faculties are to develop and grant undergraduate programs and degrees. The problem of practice is to develop more organized opportunities for both stakeholder groups to better collaborate, understand each other’s work, create relevant programming opportunities for students, meet faculty and institutional goals, and work closely with external stakeholders in the community. Various potential solutions are explored, while documenting the challenges and benefits of each. Working to provide a solution to the gap in collaboration across campus, and the impact which that may have on program development, the OIP used a combination of distributed and behavioural leadership approaches, as well as the four-stage change path model. Using institutional and provincial strategic planning documents, an outline of the current and desired future state is identified, as well as the framework to lead the change process. A communication plan and implementation process are outlined to address the changes and create fundamental change. As the goal is for the change process to be iterative, next steps and future considerations are also outlined.
Keywords: collaboration, distributed leadership, change path model, continuous learning, noncredi
Increasing International Student Retention: Improving Organizational Structure and Culture to Support International Student Success
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Organization X is a private, for-profit post-secondary institution that has for the past few years been experiencing a high rate of attrition, primarily with its international students. International students make up a large percentage of Organization X’s total on-campus student population. The organization operates in a traditional hierarchical environment where decisions are made from the top and are passed down to those at the lower levels of the organization. This hierarchical structure has made it difficult for the organization to pivot when challenges arise because it does not allow for flexibility and diversity in the decision-making process, which exacerbates the challenges facing the organization. In addition, the organization does not currently have the supports necessary to address the specific needs of its international students. Functionalism sees society as an organism where all parts work together for the betterment of the whole. If something disrupts the equilibrium, adjustments must occur to regain it. The equilibrium of Organization X has been disrupted by a sudden influx of international students. The chosen solution introduces both a structural and cultural change within the organization, to increase the levels of support for international students and add diversity into the decision-making process. This will lead to increased retention of international students. This Organization Improvement Plan identifies the problem, defines the future state of the organization, and uses the situational, team, and connective leadership approaches to steer the organization from its current state to its desired future state.
Keywords: attrition, retention, situational leadership, team leadership, connective leadership, cultural change, structural change
Re-Imagining Canada’s Legal and Procedural Framework for Indigenous Consultation: An Honourable Obligation
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