Facilities Manager 

Abstract: The third edition of Campus Planning and Facility Development: A Comprehensive Bibliography1 lists nearly 50 publications on classrooms, traditional and contemporary. This list includes publications that describe classroom sizes, shapes, materials and finishes, comfort, technology, uses, and locations. However, not one of these publications analyzes the use and utilization of classrooms and how this is changing. This article seeks to fill that gap in the literature of educational facilities—how are classrooms distributed by size on a campus, how well are they used, and how their use changes with faculty and student needs and desires.

Abstract: There is another way to approach innovation. Instead of fixating on the overall concept or the components that make it up, exploring the relationships among components can tap an exceptionally fertile source of ideas. Simply asking the question, \"How could these components work together?\" is often enough to open highly productive trains of thought able to contemplate completely new

Abstract: By James M. Kouzes and Barry Z. Posner at some point during all this talk over the years about the importance of being future-oriented, leaders got the sense that they were the ones that had to be the visionaries. Often with the encouragement of a lot of leadership developers, including us, leaders came to assume that if others expected them to be forward-looking, then they had to go off all alone into the wilderness, climb to the top of some mountain, sit in the lotus position, wait for a revelation, and then go out and announce to the world what they foresee. Leaders have assumed that it’s their vision that matters, and if it’s their vision then they have to create it. Wrong! This is not what constituents expect. Yes, leaders are expected to be forward-looking, but they aren’t expected to be prescient or clairvoyant. Exemplary leadership is not about uttering divinely inspired revelations. It’s not about being a prophet. What people really want to hear is not the leader’s vision. They want to hear about their own aspirations. They want to hear how their dreams will come true and their hopes will be fulfilled. They want to see themselves in the picture of the future. The very best leaders understand that their key task is inspiring a shared vision, not selling their own idiosyncratic view of the world. Buddy Blanton, a principal program manager at Rockwell Collins Display Systems, learned this lesson firsthand. He got his team together one morning to give him feedback on his leadership practices. He specifically wanted to learn how he could be more effective in creating a shared vision. What they told him helped him understand that it’s the process and not just the vision that’s critical in getting people all on the same page.