By Kellie Woodhouse
As colleges across the country attempt to navigate tough economic times and respond to calls to change their business models, conflicts abound. They are about not only the substance of various strategies, but about the ways administrators and faculty communicate during an era of sweeping change in how the business side of universities operate.
Both large and small, colleges around the country are working to adapt to a changing financial landscape.
Whether that's streamlining operations and asking fewer people to do more work, cutting benefits or slowing salary hikes, or determining how to grapple with declining enrollment and growing discount rates, the result is colleges everywhere are looking for ways to shrink their recurring costs.
Faculty members often bristle at the ways colleges attempt to cut those costs, either because they feel the logic is not sound -- such as when a group of Harvard University professors protested benefit changes last year, saying the cuts wouldn’t save as much money as administrators claimed -- or because they believe the proposed changes don't align with the mission of a college.
As more and more faculty resolutions against strategic plans and administrative actions surface, nearly all of them have a common thread: concern over not only the proposed changes, but how those changes are communicated.
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