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Notified yesterday put on PIP Scott trying to understand directors are unhappy with some things falling through the cracks. Continuous onboarding of directors. directors unhappy b/c due to individual circumstances (demotions ARCH studios - assigned studios, hot desk studios increase in meeting patterns makes space-sharing complex Work together on scheduling shared spaces A lot of growth very fast I’d like to see an org chart Need an directors' ops calendar Add Natalia as an additional stop in CLSS workflow after APCs add changes APCs question why Natalia is trying to show them things to transition them off of her portfolio Are the APCs Natalia’s team Team meetings to coordinate initiatives and duties with Emily’s needs Course CLSS data entry error, Registrar initiated errors, errors related to catalog Summer minor scheduling is complex Changing requirements can simplify or complicate processes MArch degree - adv standing - do they need different major codes? Checklist manifesto book |
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Hailey, Angelle, Kyja All offices in NOCHI Overall clear view of registrar-related cycle. Registration, scheduling Angelle - Architecture Barch, bsa, studios, higher number hailey - specialized, design (UG), social innovation/entrepre SISE (UG) kyja - specialized - sustainabale real estate (UG, GR), historic pres (GR certificate, GR degree) What is Natalia’s role in relation to yours? Hailey - Directors and Natalia gives tasks, delegating and teaching. Hailey - Emily-Natalia, Directors. Angelle - Emily is boss, APCs are involved in a lot of activities. The five of them rarely meet. Bi-weekly checkin to synchronize with Emily. Would like one-on-one meetings. Angelle meetings with her program director - Emilie regularly and Natalia. Kyja, too. Hailey meets with Tiffany and Natalia. Comfortable with registration Kyja problems with workflow - don’t understand that timeline, what goes wrong, where she fits in. Feels very blurry. Angelle - CLSS workflow feels funnel Natalia has worked at the school a long time and she understands the connections and anticipating problems. Studio preference survey in Qualtrics - could have been created much faster. Process outweighs results. Class scheduling - conflicts can come up (co-reqs) Let them make mistakes, cannot be flexible in the moment Use post-mortems to refine or define processes Lead effectively and manage Natalia, but not letting her get put out to dry. More supervisor support. Clarify priorities as they change. Natalia needs her own assistant - her own APC. The recent growth has surpassed her capacity. Need to plan how to delegate with intention. Make sure students are aware of them and how they can help. They need to understand Natalia’s timeline and basic rationale for why and their role at each step of the timeline. Clarification of baton handoff. |
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A lot of growth fast meltdown with relationship with directors - they say they’re doing what they’re supposed to, Natalia says they don’t and vice versa Natalia not aware she is affecting people Natalia - in-house registrar What it looks like: there are things that have been released for apcs to do, there are some things that haven’t been transitioned yet. apcs can’t enter info into CLSS. this is more of a people problem. Problems with internal mechanisms If people makes mistakes, Natalia feels she has to fix them. Emily doesn’t meet with Natalia and APCs regularly, but meets with natalia often. ELP emerging leaders program - Natalia participated - coaching for Natalia to catch on to social cues Master scheduling spreadsheet - central internal document - goes into CLSS - spreadsheet formatting is fussy - maybe hide columns that directors don’t need to see. Give feedback to directors to let them know what needs to be changed, but Natalia missed the deadline. Limited self-awareness |
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Tiffany - 14 years - design program director (new Fall 2020) - lots of growth, and curriculum changes - Hailey Emilie - POP - Architecture traditional program - steady enrollment, more predictable - UG and GR (associate dir for grad advising) - Angelle John - Real estate UG and GR - lots of growth (started as summer minor) - Fall 2020 launched Real Estate UG major - Kyja Casius - Real estate GR since 2014 - pretty consistent enrollment - summer minor largest summer program at TU - Kyja Casius - too many new tools, processes. Courses not posted until after graduation, so one was cancelled due to low enrollment. Difficulty in limited space. Still a lot of adjuncts, so scheduling conflicts. John - mitigations - tried scheduling classes then find adjuncts, which is hard to do. Gone from a one or two program school to 5-6 programs. Have a clear course carousel. Tiffany - excuses - saying my courses are entered because information is missing from other program directors. Courses not listed on time. Mistakes in published courses not getting fixed on time. APCs - refusal to train/access - request getting cancelled internally. Increasing credit requirements to 42 credits to increase content. Having to do a lot of petitions, but could be rectified with adjusting the course/audit. Emilie - long delays require a lot of emails/meetings with frustrated students creating “drowning” work. John - long-standing pre-reqs that disappeared causing problems with teaching and apologizing to faculty for unprepared students. Possible cultural issue - students and faculty used to having to be flexible, but that has ended. Pre-requisite issue - pre-reqs disappear. Weekly meetings with directors is too much. Natalia has an entanglement between personal and professional relationship. They don’t want to be cruel, but over-reliance in neurodivergence Directors meeting - agenda generated by Scott/Natalia Individual meetings - need agendas CLSS access - need this for APCs. Need faculty assigned to sections for grade entry Need updates to audits The Need to understand the catalog cycle NTC reviewing equivalency requests for course numbers that change? Larger problem with managing people in the SOA. Manager experienced with neurodivergent management Centralized model may not be working Maybe separate grad and undergrad programs APC oversight Natalia trying to cover the gap from the lack of Emily’s oversight Emotional outbursts in professional settings - may need mentoring and coaching Not sure what the catalyst was for the significant change Is there a way to get back on track with natalia in the position? no - maybe, with a strong hand Do your job, not looking for optimizations Try debriefs moving logistics have been disruptive (furniture, files, etc.) |