scholarly journals Empowering lifelong learners through knowledge of individual learning processes: a case study at one community college

2003 ◽  
Author(s):  
Ellengray Gutzman Kennedy
Keyword(s):  
Community College ◽  
Individual Learning ◽  
Learning Processes ◽  
Lifelong Learners ◽  
Individual Learning Processes

Individual Cognition of Urban Neighbourhoods over Space and Time: A Case Study

1996 ◽  
Vol 28 (4) ◽  
pp. 687-708 ◽  
Author(s):  
H Beguin ◽  
V Leiva Romero
Keyword(s):  
Individual Learning ◽  
Learning Processes ◽  
Future Research ◽  
Individual Level ◽  
Space And Time ◽  
Urban Neighbourhoods ◽  
Individual Cognition ◽  
Individual Learning Processes ◽  
The Individual

This paper is aimed at assessing how far an individual-level analysis can contribute to our knowledge of neighbourhood familiarity over space and time. An appropriate theoretical framework and a careful methodology (with special attention to variable control and measurement problems) are used to gain new insights into processes of neighbourhood cognition. Although classical results are corroborated at the aggregate level, specific results are derived at the individual level: (1) large differences are found between individual learning processes; (2) differences in individual cognition decrease over time. Methodological conclusions are also provided. The main likely conclusion is that currently unidentified variables are to a large extent responsible for the observed impressive diversity of individual learning processes. This is a challenge to future research on cognition.

The Hybrid Model

2019 ◽  
pp. 147-157
Author(s):  
William David Fell ◽  
Siobhan Wright
Keyword(s):  
Community College ◽  
Study Abroad ◽  
Continuing Education ◽  
Hybrid Model ◽  
International Travel ◽  
Small Community ◽  
Lifelong Learners ◽  
Rural Community College ◽  
Study Abroad Students

This chapter is a case study of Carroll Community College, a small rural community college, and its plan to develop a viable travel program by using a hybrid model. This model includes three distinct cohorts: study abroad students (students who travel and take an associated credit course), lifelong learning students (travelers who take a continuing education course to prepare for the travel experience), and educational tourists (travelers who do not take an associated course). By allowing not only study abroad students but also lifelong learners (often called continuing education students) to participate in an international travel program, Carroll's mission is addressed. This chapter is a case study of how and why Carroll implemented the hybrid model as an example for other small community colleges that might wish to achieve similar results.

It's Not Just a Job Anymore: The Influence of Cultural Change on Student Services Staff in a Community College

NASPA Journal ◽  
2006 ◽  
Vol 43 (2) ◽  
Author(s):  
Mary G. Locke ◽  
Lucy M. Guglielmino
Keyword(s):  
Community College ◽  
Customer Service ◽  
Cultural Change ◽  
Student Services ◽  
Change Process ◽  
Educational Leaders ◽  
Planned Change ◽  
Change Initiative ◽  
Nuanced Understanding

Today’s colleges and universities operate in a complex environment characterized by rapid and unrelenting change, and nowhere do the challenges inherent in change more directly impact students than in the delivery of student services. The need to integrate new models of service delivery, data-driven approaches to enrollment management, greater accountability for student success, stronger emphasis on customer service, and provision of “anytime, anyplace” services through technology are readily evident. Yet, many institutions are finding that their internal cultures are unreceptive, even hostile, toward adopting needed changes. This qualitative case study focusing on a 4- year purposeful change initiative at a community college was conducted to provide higher educational leaders with a more comprehensive and nuanced understanding of the influence of cultural change on student services staff. The results of this study indicated that student services staff constituted a distinct subculture that perceived, experienced, responded to, and influenced planned change differently from other subcultural groups. Specifically, student services staff more demonstrably supported the purpose of the change initiative; identified empowerment, inclusion and involvement in college decision-making, and improved lines of communication as the most important impacts of the change process; and expressed strong confidence regarding the sustainability of the changes that had occurred. Student services staff also indicated that they found greater meaning and developed stronger commitment to their work as a result of the change process. As a result of these findings, implications and strategies that may be helpful in designing and implementing a successful planned change initiative involving student services personnel are presented.

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