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A real gut-punch: university professors protest funding cuts, added class loads in proposed pact
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Protesters gather outside at Southern Connecticut State University to call attention to a new contract between the Board of Regents and the professors that the professors say will harm students, cut funding and remove academic freedoms.Elizabeth Newberg
Students and faculty at regional state universities are calling on the Board of Regents to walk back recent contract proposals that, they say, threaten to gut the universities.
The proposals include larger class sizes, increased course loads and less department and library funding.
The proposals could also curtail academic freedom by making it easier to fire faculty and harder to appeal those firings, students and faculty said.
Lamont proposes legislation to improve college enrollment
Central Connecticut State University in New Britain.
Gov. Ned Lamont announced a number of legislative proposals Thursday aimed at tackling dropping enrollment numbers at Connecticut’s colleges and universities.
Nationwide, postsecondary enrollment decreased by 2.5% in the fall. In Connecticut, that number dropped by 3.5%, with community colleges seeing the largest enrollment decline in the state at 15%.
“What we’re trying to do is make sure that when it comes to higher ed we take away … those procedures and roadblocks,” Lamont said on Thursday. “With a lot of help from the feds, we’re maintaining our commitment to K-12, CSU system, UConn and our other colleges, making sure that they’re open and affordable, and now we have to make sure that kids go there.”
The 737 Max and the CSCU Board of Regents
Biases at the top can lead to disasters for the organization
For more than 15 years I have taught a graduate course where students perform formal failure analysis of senior management decisions. We study disasters such as the Wells Fargo fraud, Equifax data breach, GM faulty ignition switch, Morandi bridge failure, Vale mining disaster, defective Takata airbags, and the Boeing 737 Max. Over the years we have studied some 70 disasters, all of which prove to be very costly to the organization and its stakeholders in lives, money, and reputation.
As you might expect, ominous patterns emerge in senior management thinking and decision-making. All cases feature several untested beliefs and assumptions that prove to be critical factors in failed leadership decision-making. There is an abundance of illogical thinking, the top six being abuse of expertise, false assumptions, avoiding the force of reason, red herring, special pleading, and expedie