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Archive for the ‘Higher Education’ Category

Back in the day, I was among several others seeking to find and articulate the perfect planning model for communicating institutions. The “buzz term” at the time in management was MBO, Management by Objectives. I wanted to find the communication equivalent.

But over time I came see that “groupthink” of any kind can be a trap. “This is the way we do things,” has caused many executive teams to plateau just when reinventing themselves and revitalizing their organizations became necessary.

In fact, entire consulting firms have based their work on a formula for success they have developed.  In higher education many fundraising consultancies and marketing and communication firms have based their work on formulas. And so when the core business is disrupted the initial response is to do more of what has always been done.

But when overall conditions change, competition deepens, and markets broaden, the game is changing. Now is when marketing thinking, integrated processes, strong team building, fresh thinking, and new strategic initiatives might be necessary.

An article in the Chronicle of Higher Education recently  described Georgetown University’s “Red House, a house near center campus, as a kind of  “skunkworks.” Students and faculty are engaged together in developing creative cutting-edge projects in search of a more innovative and cost-effective education.

In order to avoid falling back on past models, maybe all organizations could benefit from forming their own version of a “skunkworks.” Such internal think-tanks can objectively use integrated group processes to clarify founding mission, fine-tune brand authenticity, update message points and overall  “look,” revitalize the vision, and inspire a strong sense of renewal.

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This week my head is swirling with questions: Did the founding followers think that the future of our republic depends on voters who are educated about the issues? Does the news media have a responsibility to help deliver that education? If not, who does?

In a 24/7 cable news world does endless sound bites of  Trump, Trump, Trump, create a sense of inevitability about the outcome? Is it OK to allow one candidate to dominate news coverage thereby requiring the other candidates to compete for coverage by creating their own outrageous moments?

Some communication academics argue that news organizations determine the social issues agenda by what they chooses to cover. Then individual peer groups determine what people think. Are today’s news media outlets setting an agenda that would please the founding fathers?

Wolf Blitzer on CNN this week said that this week’s debate is now about who will not appear. But is there any news media responsibility here to respond by focusing on an agenda of issues that need to be addressed substantively?

So the issue really is: What is the definition of “news” in a commercially competitive, fast-paced, 24/7 news media world?  Is it mostly the excitement of the race itself, i.e. the drama of intense conflict, name-calling and polarization?

In the final analysis, I can only conclude that in today’s new media world citizens are on their own to educate themselves about the substance of candidates… and understanding the dynamics of this digital-driven information implosion environment is critically important to their ability to do so.

So where in society should this public policy knowledge be strengthened, and media literacy education take place? The public schools? Universities? Community groups? How do we make it happen? And should news media organizations at least do a better job of educating their audiences about themselves?

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Why and to whom does Donald Trump appeal? Here is one communicator’s analysis:

Trump begins with a message that targets unconventional and deep emotional thoughts that are held by some people but heretofore have not been widely articulated. He then expresses those thoughts with simple messages presented as dramatically as he can, insuring widespread attention and thereby giving them a measure of “endorsed legitimacy.” These people now feel they are not alone with their feelings, and so they can now “suspend” any fleeting thought they may have about the impracticability of their opinions.

The fact is they are actually having a virtual experience that is much the same as attending a play. A theater audience “suspends its disbelief” in order to believe the dramatic experience they are having is real and possible, and they share that experience as a group until after the play is over!

In today’s digital world the situation is further complicated by the fact that “people always tend to hear what they want to hear,” and by the more recent realization that partial truths (and even lies) begin to take on a ring of credibility when repeated over and over… especially when they are inadequately challenged.

But challenging outrageous claims, partial truths, and lies is complicated in this digital media world. Challenging requires finding a way to target a different and genuine set of emotional concerns that are shared by a good number of important audiences, and then repeating  carefully crafted simple messages over and over again until reality wins the day.

I must add that the more people we have in the world with a fundamental understanding of the psychic and social consequences of 24/7 media revolutions, the more intelligent challenges of outrageous  claims we will also have in the world. And when all is said and done, a media savvy global education will be the best way to broaden that universe of understanding.

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Last week I attended a strategic planning meeting at the Council for the Advancement and Support of Education (CASE). Those attending described the organization as “the collaborative integration” of professionals in marketing and communication, fund-raising, alumni relations, government affairs… all focused on advancing education.

CASE has long been a truly international organization with offices currently in Washington, London, Singapore, and Mexico City… and now with growing activities in Africa. This planning exercise is taking a new look at the rapidly changing international education landscape.

The arrival of a new CASE president in Washington from Australia, and the appointment of a new international vice president based in London, has made this project particularly timely, relevant and exciting.

It was agreed early in the planning process that CASE’s basic aspirations are to be “bold, agile, and innovative.” And strategic goals were described as producing collaborative thought leaders; identifying, developing, and managing high potential talent; and engaging members worldwide in the planning discussions by making maximum use of technology.

I believe the daily work of these professionals positions them perfectly to scan the scene, recognize strong trends, keep constituents informed, and help their institutions determine the best way forward. In fact, I can see many of them assuming new leadership roles because finding new funding resources, adjusting brand identity, revising marketing plans, cultivating the help of international alumni and parents, and relating to governments in new ways, will be major challenges.

One CASE strategic goal that stood out to me is to act as “the voice of the industry.” This goal is especially relevant to my fellow professionals in marketing and communication. Indeed, we simply must prepare our external constituents (and in many cases even our top executives, administrators, faculty and students) to effectively address growing societal and political threats at home and abroad … as well as to identify and seize the many new and exciting opportunities that internationalization offers.

Just imagine the possibilities of a truly global education industry: Better cross-cultural understanding. Serious world problem solving using university experts. And the effective development of global leaders with a truly international perspective!

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What is the consequence of arguing against ideas or programs without providing alternative solutions? Simply put, you are leaving your audience hanging with the most constructive part of your message missing. Such an approach might gain support from sympathizers in the short run, but it is likely to prove insufficient in the end.

Republican legislators have spent the last several years objecting to the president’s initiatives and policies without offering specific alternative solutions. Now the new speaker of the house said this week that this will change. This new development is important, but for practical reasons it might be easier said than done.

While the politics of “no” leaves the communication loop incomplete and audiences ultimately unsatisfied, it still is much easier to rally people around their common dissatisfaction with a situation than it is to get them to agree on a solution.

This dilemma has also appeared in foreign policy matters. There was widespread support for the rhetoric to oust the Iraqi government, but there was no agreed upon plan to replace it. In Egypt it was easy to rally people against the government  but impossible to find agreement on who and what should replace it. The situation has been the same in Libya and elsewhere.

Now we are facing the same dilemma in Syria. Even if the US engineers the ouster of the current government, what will follow. What kind of government? Who will lead it? What will it cost? Who will pay?

This is both a political and communication reality. The lesson is that in the long run it is impossible to have success by only  objecting to the current state of affairs. In the short run it might seem to work, but over time it will become apparent that tearing down without a plan for what follows can leave entire nations in endless turmoil.

On this issue, political leaders with a truly international education might ultimately be our only best hope. This is because a global  education will feature multicultural forums for both the systematic nonpartisan examination of ideas and programs, and for finding pragmatic workable solutions.

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By watching the news over the last few months it’s possible to see the Greek government as totally dysfunctional, its people too lazy to work a full day, its political leaders as ego driven, and its approach to its membership in the EU as naive.

My wife and I just spent almost three weeks touring Athens and many of the Greek isles. We experienced a Greece that is actually functioning fairly well in spite of high unemployment. Christmas decorations are appearing everywhere, and most restaurants are doing fine. People complain about their extremely high taxes, but I must say that their “enjoy-life everyday” lifestyle came off to me as a healthy alternative to the relentless success-driven world from which I retired!

Simply put, being there was a much different experience than just seeing it on television or in textbook photos or on videos. For example, standing on the Acropolis and walking slowly around the Parthenon is truly an emotional experience. These are familiar images we have all seen in books, magazines, and movies. But when you are actually there you cannot escape the thrill of putting your feet on the same ground where ancient people walked,  worked, fought, worshiped, lived, and debated ideas.

At archeological sites and in museums throughout the Greek isles and in Athens my wife repeatedly commented on how breathtaking it was for her to see the actual artifacts and paintings that she had only seen in art and world history textbooks. Being there connects you directly with the same places where artists painted, philosophers taught, and the historical events that we read about really happened. Now you are the director of your own movie. You decide where to point the camera. You alone determine what to spend more time exploring.

Just walking streets and neighborhoods gives you a good  impression of how people live each day. And talking with only a few of them can provide new insights about their core values and life goals. You find that they can be different from yours, but still engaging and understandable.

And sometimes you may also be disappointed. For example, you may find that many of the charming towns and villages you have seen in travel photos and movies have become overcrowded tourist traps much of the year. But this too is a real life lesson about how the world is constantly changing and the price that is being paid for progress.

Observing people’s daily lives, absorbing cultures and values, making foreign friendships, encountering political and religious conflicts, seeing poverty that you can’t change with your own eyes, and even experiencing the consequences of global warming for yourself… all this and more changes people forever.

Yes, the digital technology revolution can bring great images of the world to the campus experience. And we certainly must use this new and traditional media to enrich our classroom conversations and dialogues. But with the globalization of higher education all of this should just be the preparation for students spending more time experiencing the world first-hand.

One final thought about being there: A new level of fear came over me after experiencing the terrorist killings in Paris while in Athens. After all, I had just traveled through the history of this  ancient land and there was no way now I could ignore the fact that many great societies came to an end because of this kind of extreme intolerance coupled with a disregard for the value of human life.

So, what will it take to bring about tolerance in this world! I still believe that the globalization of higher education is a huge step in the right direction. But last week in Athens I must say it felt like we are now in a race against time.

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Reflecting over 50 years of struggling to help people and institutions make themselves better understood I offer the following lessons:

1. Once people have made a commitment to a point of view it is almost impossible to change their minds. So in the case of ISIS today, military and/or political solutions seem to be the only immediate options.

2. But it is not too late for mayors and city managers to collaborate on both communication and action initiatives that will enable Muslim groups to feel better connected to genuine opportunities. Hopelessness and despair in the multi-cultural ghettos of the world’s great cities can still be addressed.

3. This is also a moment that top Muslim leaders can and should seize to plan and launch a major communication campaign to explain Islam to the world. This is because the world’s news media will be looking for new breaking news stories right now, and the timing is especially right for this one. But to be effective at a time like this a story must cut through mounds of negative information clutter. And to do so it must be a completely positive, simple, and endlessly repeated description of what Islam stands for and what it does not.

4. This is also a “right time” opportunity for the leaders of the Western world to unite behind their shared democratic values. However, for this to ring credible politicians and prominent leaders in every country will have to be willing to find the right common language to “rally” everyone behind their president or top leader, no matter political background or past mistakes. Common cause must become the unifier. Blame must be left for historians. Dissent can be accommodated, but not at this time among the leaders.

It’s true that 24/7 news coverage can make it difficult to get beyond many momentary crises. But continuing news coverage in a crisis of ISIS magnitude might prove to be helpful. It can provide an opportunity for the Western world to unite around shared values, a catalyst for addressing ghetto neighborhood hopelessness, a new opportunity for top Islamic leaders to make their religion better understood, and a perfect “teachable moment” for educators and students everywhere around the world.

 

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On Monday I met with the executive editor of the Economist news magazine in London. Because it is so current and comprehensive those who work there still call it a weekly newspaper, and many international leaders will argue that it is the most influential business and political publication in the world.

My TCU John V. Roach Honors College classes and Bob Schieffer Communication College seminars have been enriched by “live” dialogues with this noted international journalist. We have “Skyped” him in to converse with students, and we have also visited with him in the board room at the top of the Economist building in London.

Today my discussion with him was about the future of higher education. He is responsible for the new media initiatives at the Economist as well as its annual publication, The Year Ahead. So I presented ideas from my new book The Transition Academy (CASE Books), and he made observations based on his daily immersion in the turmoil of international news.

When all was said and done we agreed that on-line education is improving and will establish itself as a convenient alternative for many students around the world, that residential institutions will have to combine new media enhancements and experiences with face-to-face dialogues in order to succeed, that all of higher education is rapidly becoming a global industry and every institution will have to adapt, and that “university advancement” is a misleading term for what might better be called “university business development.”

Advancement is a term that is intended to cover university fundraisng, alumni relations, strategic communication, marketing, and even government relations. I have even described it as including everyone involved with advancing the institution. But it has become misleading to many, and my meeting today at the Economist convinced me that as the industry becomes more global we really do need to find a better term.

 

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Last week I had the pleasure of working with a group of trustees committed to preserving the values and distinctions of a hundred year old institution. But they also understood that planning for the future will require using new communication tools and adapting to the needs of a generation that grew up with those tools.

We first discussed the increasing power of brand identity. In this digital media world people seem to affiliate with an institution as much for what it stands for and the total experience it delivers (values, culture, traditions, relationships, regional characteristics, consistency, program distinctions, etc.) as for its particular fields of study.

We also discussed how in an information cluttered world an authentic differentiated brand identity can actually achieve greater visibility, as well as greater distinction. And we explored how an authentic brand description can be adapted  to connect with different age groups and market segments, and how each segment will have its own preferred media platforms… some digital and some traditional.

At the heart of this institution’s educational experience has always been face-to-face conversations about social justice, gender, diversity, world religions, church and state, and more. So we discussed how all this can be preserved while adapting to the needs of new generations. Internet searches, easy to access media material, shorter talks in class, teleconferencing with experts from around the world, all can be used while preserving the added value of face-to-face conversations and forums.

What was most impressive about this group was that they could see how a contemporary vision for the future, and new methods of teaching, can remain grounded in its founding mission.

 

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