Scheduling Stuff like that. Then add people to tasks: Fred does risk management, Marcela does scheduling. This is only to make sure that when Fred logs in he sees the risk management lessons first.
The reality of what occurred is far more complex, and, in fact, far more insidious than the caricature presented in most media reports. Videos of students and faculty members using foul language and abusing fellow community members have gone viral.
Stills of students wielding baseball bats and acting as a vigilante police force can be found on all corners of the internet.
Images of scores of armed members of the Washington State Patrol, clad in riot gear, patrolling campus offer a frightening look at what happens when campus administrators lose control of a college.
With a bit of distance, it is well worth looking back and asking what can be learned from this situation. I believe the latter is the case and that therefore it is worth exploring two closely linked facets of the Evergreen experience: Ininstead of people of color voluntarily absenting themselves from campus for a day to demonstrate the importance they play in the community, as had been the case for many years, white individuals were encouraged to leave campus.
In mid-March Professor Bret Weinstein argued that: The first is a forceful call to consciousness which is, of course, crippling to the logic of oppression. The second is a show of force, and an act of oppression in and of itself.
If that were the case, however, the question must be asked why it took until 23 May, over two months after his note was disseminated, for the protest to occur.
The Day of Absence itself occurred over one month prior to the protest. Regardless of what some would have us believe, the exclusion of white people from campus was not a mandate; no one was required to leave.
But the pressure for white individuals to leave campus, to demonstrate that they were good allies to people of color, was very real. And many, students, faculty and staff alike, were confused by the structure of the day. How could they not be confused? Consider parts of just three of many notes that were sent to all faculty and staff members prior to the Day of Absence by supporters of the event: I feel strongly about honoring the call for white-identified people to absent themselves from campus So why was Professor Weinstein the epicenter of the student protest and why did it occur when it did, so long after he offered his critique of the Day of Absence?
The answer to the first question revolves around the unique role that Professor Weinstein has played on campus during his time on the faculty.
While this might be seen as a terribly ironic situation for a liberal arts college to find itself in, this has been the Evergreen reality for quite some time and the result is that a large number of faculty members, perhaps the majority of them, simply absent themselves from most discussions.
Professor Weinstein is not one of those who have opted for self-censorship. He has always been willing to ask questions, to point out what he sees as flaws in ideas, and to offer suggestions for improvement. He has played that role to a great extent and to the frustration of many this academic year, a year almost completely focused on the twin concepts of equity and inclusion on campus.
The group consisted of 28 members, six of whom were current faculty members and they set to work to outline a strategic equity plan. The Council created a plan without any public input and scheduled a meeting in the middle of November to present it to the campus community having announced that it had already received the blessing of President Bridges.
The plan, as presented, was built on a statistical analysis of retention, achievement and graduation data and proposed to make significant changes to faculty hiring practices as well as to the structure of the curriculum.
The implication was that if people failed to board the canoe, they would be left behind. Indeed, the sentiment was expressed by some that if you were unwilling to get on board, perhaps Evergreen was not the place you should be working.
Professor Weinstein responded in an email by raising some questions but, more importantly, calling for open discussion of the ideas, strategies and directions outlined in the plan.
He did so carefully and politely, never once criticizing any individual. You are either onboard, or you are not. You can attempt to derail this proposal, or you can accept where the train is going. Whatever type of vehicle it is, I hope we can find a way to discuss this proposal on its merits, before it moves farther down the line.
In response, he was branded a racist and an obstructionist. A faculty member who sat on the Equity Council explicitly called him a racist in two different faculty meetings.
When Professor Weinstein asked for an opportunity to defend himself, he was told that a faculty meeting was not the appropriate venue for such a defense. When he asked what the appropriate venue was, he was told that no such venue existed because he was a racist.
Neither the president nor the interim provost interceded to make it clear that leveling such charges against a fellow faculty member was unacceptable within the college community.
When Professor Weinstein spoke privately with both of those administrators about these incidents, they both acknowledged the inappropriateness of the behavior but each said that it was the responsibility of the other to do something about it.
Neither administrator took any public action in response.
But even that tells only part of the story.Oh my, J.D. There’s so much here Each phrase is a stand-alone nugget of wisdom.
What a tremendous resource you’ve offered; I need to print it for reference, because I’ll never remember half of . Abstract. It has been said that “lessons learned” is one of the most important and “value added” aspects of the project management lifecycle. There are plenty of shitty things about advanced capitalism.
But one of the good things about it is that customers move from simply meeting their needs to thinking about the relationship they have with what they buy, own, and consume. Decades of software testing experience condensed into the mostimportant lessons learned.
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