Can't resist putting in my twopennorth to this!
I appreciate Len's analytical approach but want to say 'yes, but HOW?'
The advantage of *starting* a discussion with the MCI competences is that
you establish a common vocabulary for what may not at present be named or
thought about. You certainly risk offending people with management-speak
but at least you offend everyone equally.
I had a go with Heads of Department on this last year, inspired by a much
larger and more thorough piece of work that Glyn Jones did some years
previously. I sent them the competences for the four key roles and asked
them to identify those they thought were most significant and those where
they thought they needed development. The number of returns was small but
even so a pattern was perceivable which gave us a start for further
discussions. I do want to emphasise *start*.
So I have a list which gives a feeling for priorities among one lot of HE
managers. In a recent office move I seem to have taken it home.
But if you're interested I could dig it out and forward it.
Cheers
Lesley MacDonald
Staff Development and Training Adviser
University of Durham
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