18 August 2017 Register to receive our free newsletter by email each week
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On whitewater be prepared for aggressive self-rescue

Many years ago – and for many years – my family made an annual trip to Greenville, Maine for a ‘week away from it all’. As part of the trip, we went on a whitewater rafting adventure down the Kennebec River. During the safety briefing the guides discussed the terrain, what to expect and not only how to stay safe, but what to do if you fell out of the raft and found yourself heading down a Class Four rapid all by yourself. They called it ‘Aggressive Self-Rescue’.

I learned a lot from these safety briefings and some of those lessons seem applicable now in the world of higher education.

Like so many things in life that separate good results from not-so-good results, a bit of awareness, advance planning and knowledge can make all the difference. They taught us:

  • Make sure your life jacket is on tight enough so it won’t come off if someone tries to lift you out of the water by said jacket;
  • The helmet you wear (aka ‘your brain bucket’) may not be beautiful, but it may save your life, so wearing it at that rakish angle you like might just get you killed;
  • Keep your feet in front of you going down the river (to avoid being smashed into a big rock);
  • Keep your toes above the water (not below the water, where they can get caught between rocks and contribute to you drowning);
  • Avoid trees that have fallen into the river (they call these ‘strainers’, like those you use to strain spaghetti – you get the picture);
  • Other not-so-intuitive practices.

One of the things the guides said every year that always stuck with me was: “Nobody cares as much about your survival as you do – and you should act accordingly.” The idea being that when you’re out of your element, it can sometimes be exhilarating and sometimes terrifying, depending on the exact situation, your preparation, your skill set and your attitude.

Turbulence

The higher education parallels are apt. The environment is increasingly turbulent and different organisations are approaching the situation with varying levels of understanding, preparation, planning and skill – and some colleges and universities are being ejected from the boat (think school closings, financial emergencies, low or uneven bond ratings, missed enrolment targets, rising discount rates, lower state funding, etc). There’s a lot of whitewater – and rocks – ahead.

So what does Aggressive Self-Rescue mean from an organisational perspective? A few thoughts:

  • Really understanding the terrain so you can anticipate – and plan for – what lies ahead. Understanding what’s happening in the local, regional, national and international higher education markets, as well as in the tech sector. Learning from past mistakes – yours and those of others.

  • Constantly updating your knowledge of the market – things can and do change quickly, and you’ll need to adjust accordingly. The rate of change is accelerating, students have more choices (and power) and there are a host of new competitive offerings.

  • Knowing your true situation. What are your trends (for example, overall and programme enrolments, student satisfaction and transfer rates, tuition discounting, margins, etc) and what are they telling you? How might you build on your strengths? Partner with others? Invest in new capabilities?

  • Working with an experienced, reputable guide. They can help you interpret the data, stretch thinking, identify opportunities and facilitate some tricky discussions and decisions. As Susan Fitzgerald of Moody’s said recently: “There’s a fundamental lack of understanding about the strains higher education is under … There are some colleges that are very realistic about the challenges they’re facing. There are others that still have their heads in the sand and think that things are going to get better.”

  • Getting everyone working together to think through options and create a plan. Have a diverse group look at the same data, discuss what it means and help think about future scenarios to create a viable plan. Make it an imaginative and viable plan, not a wish list. Experiment, experiment, experiment. Don’t wait for the worst to happen before planning for the rough patches.

May you stay safe and enjoy the ride ahead!

Margaret Andrews is an academic leader, instructor and consultant. Her academic leadership positions have included vice provost at Hult International Business School, where she managed a global academic team across five campuses in four countries, associate dean of management programs at Harvard University’s Division of Continuing Education and executive director of the MBA program at the MIT Sloan School of Management. She teaches a variety of leadership, creativity and strategy courses at Harvard and is also the managing director of Mind and Hand Associates, a boutique consulting firm serving a global higher education clientele. You can reach her at margaret@mind-and-hand.com.
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