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ERIC Number: ED457716
Record Type: RIE
Publication Date: 2001-Jun-4
Pages: 34
Abstractor: N/A
The Civic Engagement Cluster: The Design and Creation of an Interorganizational Collaboration. AIR 2001 Annual Forum Paper.
Peterson, Marvin W.; Anderson, Aaron D.
Today, under an array of market pressures and increased competition, institutional researchers, administrators, and faculty are being called on to work in more collaborative cross-institutional arrangements. This paper uses a case study method to describe the process of forming a Civic Engagement Cluster, a collaborative of 10 different institutions, and to illustrate and identify lessons for institutions involved in designing and developing multi-organizational collaboratives. Thirty interviews were conducted with leaders of initiatives at nine institutions and documents related to the Kellogg Forum on Higher Education Transformation (KFHET) initiative were reviewed. From the experiences of KFHET participants, a number of lessons can be drawn. It was apparent that the nature of academic work can keep institutions isolated and competing with each other rather than collaborating. Semantic problems are often roadblocks, and ambiguous collaborative and project goals can lead to confusion. Organizational structure can have a direct effect on the collaborative, and time demands from outside the Cluster can distract participants. In general, any attempt to change institutions can be considered difficult. It will involve a reconceptualization of current practice on the part of key institutional actors. Appendixes contain a KFHET time line, project descriptions, a description of the Civic Engagement Cluster structure, and cluster institution descriptions. (Contains 16 references.) (SLD)
Publication Type: Reports - Research; Speeches/Meeting Papers
Education Level: N/A
Audience: N/A
Language: English
Sponsor: Kellogg Foundation, Battle Creek, MI.
Authoring Institution: Michigan Univ., Ann Arbor. Center for the Study of Higher and Postsecondary Education.
Grant or Contract Numbers: N/A
Note: Paper presented at the Annual Meeting of the Association for Institutional Research (41st, Long Beach, CA, June 3-6, 2001). Study conducted for the Project on Managing Institutional Change and Transformation in Higher Education at the University of Michigan, and is associated with the Kellogg Forum on Higher Education Transformation (KFHET).