Relationship management in a crisis
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Strong relationships with stakeholders must be built before a crisis occurs through ongoing dialogue and engagement. It is important to identify and segment key stakeholder groups and understand their perspectives. While all stakeholders are important, employees may need to be prioritized during a crisis as they are ambassadors and others may look to them for information. Building solid communications and outreach with stakeholders in advance will help ensure their goodwill if a crisis happens.
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fun, crises raise the question of what is the core purpose of leading. A crisis defines a leader
(Jordan-Meier, 2012). It may be neither scheduled nor wanted, but it will showcase for the public
what leaders possess in terms of character and competence. A crisis is a test. If individuals
think they will not face crises, they should reconsider getting promoted into a leadership position
or give the position they already have to more motivated peers who are better informed about
the ups and downs of organizational leadership. Jordan-Meier (2012) compares the crisis
leadership of former New York City Mayor Rudy Giuliani and former President George W. Bush
during the early 2000s. Mayor Giuliani had been struggling for years to find traction in
communicating his municipal policies and was under frequent political attack in messy city
politics. However, when the terrorist attacks of 9/11 struck in New York City and D.C. in 2001,
the mayor found his element. In the aftermath, Giuliani was all over his city, especially at the
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and a tough rhetoric regarding resilience, recovery, and resolve to defend the city. As a result,
Giuliani rapidly rose in the public eye as a commendable leader and was praised all over the
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Often broad statements that help guide
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Keep the organization’s image intact or maintain customers
Helps reduce uncertainty during crises
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Lesson 2
Develop True, Equal Partnerships with Organizations and Groups that are important…
Partnerships defined “Equal communication relationships with groups or organizations that have an impact on an organization”
Established through honest and open dialogue
Partners may be advocates for or antagonists against
Effective partnering begins before crisis occurs.
Establish relationships with stakeholders before!
Lesson 3
Acknowledge your stakeholders as partners when managing crises
Stakeholders are external and internal groups that can have an impact.
Effective strategies include making a list of potential stakeholders.
Employees
Competitors
Creditors
Consumers
Government Agencies
Community
Activist Groups
Media
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Primary – Those most important to success and interact with most often.
Secondary – Key groups that do not play an active role but are still important to success.
Types
Positive – Both listen, understand, and communicate with each other
Negative – Antagonistic relationship, not open to listening or communicating
Ambivalent – No true partnership, each work with each other, but no one listens
Nonexistent – Organization is not aware of stakeholder and does not communicate
Lesson 4
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Problem - Not everyone had a car to evacuate Hurricane Katrina
Culturally-Sensitive Approach: Messages should be tailored to the cultural characteristics of groups.
Person, Place, Time, Occasion, Literacy Level, and Message to name a few
Culturally-Centered Approach: Most appropriate – Includes underrepresented groups in the process.
Means partnerships must happen.
Lesson 5
Effective CC means listening to stakeholders
First mistake is to attempt to engineer consent through spin.
Get the information out, but then make time to listen to concerns.
Public Information Sessions
Q&A
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Vocalized anger must be acknowledged and legitimized.
Once you have listened, then determine which audiences to focus on and how to address their concerns.
Lesson 6
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This unit will introduce you to the distinct, predictable patterns of how media react and report a crisis. Understanding these patterns can help organizational leaders plan better and stay ahead of the game during a crisis situation. Smart and speedy communication, particularly during the first two stages described in Chapters 7 and 9, will help leaders manage the media coverage and mitigate damage to their reputation.
There are a few key news ingredients which determine how much prominence a news story is given. These include:
Impact
Timeliness
Currency
Proximity
Novelty
Prominence
Human Interest
Conflict (Jordan-Meier, 2011, p. 49)
The more of these criteria that are present, the higher the news value, and the more likely the story will be a lead story for days. Leaders should be aware of these criteria as they plan their communications, especially during the breaking news stage of a crisis (Walaski, 2011).
The media report a crisis in four discernible stages (Jordan-Meier, 2011, p. 44):
1. Stage One: Fact Finding
2. Stage Two: Unfolding Drama
3. Stage Three: Blame
4. Stage Four: Fallout/resolution
During Stage One, or the breaking news stage, the media are looking to confirm what happened. The focus is squarely on the crisis incident. This is when media talk to eyewitnesses, victims, and anyone who is willing to speak to find out information and facts. They may also turn to social media, such as Twitter, for eyewitness reports and other breaking news. Many of the questions asked will be speculative in nature. As the crisis is breaking, the media, acting in the public interest, will want to know that the public is safe and that the responsible organization is responding swiftly. The key lesson to remember during this first stage of crisis reporting is to only say what you know to be fact.
What typically happens during Stage One?
Speculation, rumor, and misinformation may flourish.
Panic is possible.
Chatter on social media sites begins to spike.
The phone lines are congested. (Jordan-Meier, 2011)
Expect the media to:
Seek the facts. (What is true/What is rumor?)
Assess the impact. (How big of a deal is this?)
Gauge implications. (So what?)
Start to speculate on the cause. (Who is responsible?) (Jordan-Meier, 2011)
What to do in Stage One:
Act fast.
Take responsibility.
Demonstrate concern and empathy.
Collect facts and dispel rumors.
Activate a crisis communication plan.
Appoint your spokespeople and decide key message.
Call in expert support. (Jordan-Meier, 2011)
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CRISIS MANAGEMENT 2
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College:
Name:
Date of Submission:
Introduction
A crisis may occur in a firm at any time of the day whether during normal working hours or after normal working hours. It all depends on how the stakeholders or the parties involved approach the situation. There is an incidence response plan that get developed and implemented to provide instructions for employees to follow during and immediately after a disaster or a crisis. After-hour emergency notifications are often different from those identified to get called during regular working hours.
Moreover, crisis responsibility might be moderated through the interactions between severity of damage and injured parties. Communication scholarship often emphasizes the harmful effects of media (Noll, 2003). It is because the effects of television violence on children and the crisis-oriented people increase. There are also privacy threats on the web and telemarketing scams which accelerate the outcomes and critics of the crisis. The information provided to the media need to focus on the functions of the media in people’s lives and can find positive values in entertainment and relief from the tensions of the everyday world.
External stakeholders also ought to be included in the crisis management if they majorly play a part in the functioning of the firm. It always leads to a good crisis management plan which focuses on eradicating the issue in a more professional way. Enlightened organizations respond early and modify their strategies to adapt to or participate in the development of the issue. You need to identify key personnel, establish functional roles, notify in advance and prepare the damage control to respond to a crisis management plan Galloway & Kwanash, 2005).
References
Galloway, C., & Kwanash-Aidoo, K. (2005). Public relations issues and crisis
management. Southbank, Vic: Thompson / Scoial Science Press.
Noll, A. M. (2003). Crisis communications: Lessons from September 11. Lanham, Md:
Rowman & Littlefield.
Goel, S. (2009). Crisis management: Master the skills to prevent disasters. New Delhi:
Global India Publications.
...
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Overview Presentation. Introduction to business communications. Strategic communications planning to assist with business development and sustainability. Goal: Your public will know you, trust you, like you and think of you as the best person in your field to do business with.
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Some organizational leaders appear annoyed or inconvenienced b.docx
Some organizational leaders appear annoyed or inconvenienced by crises. While they are not
fun, crises raise the question of what is the core purpose of leading. A crisis defines a leader
(Jordan-Meier, 2012). It may be neither scheduled nor wanted, but it will showcase for the public
what leaders possess in terms of character and competence. A crisis is a test. If individuals
think they will not face crises, they should reconsider getting promoted into a leadership position
or give the position they already have to more motivated peers who are better informed about
the ups and downs of organizational leadership. Jordan-Meier (2012) compares the crisis
leadership of former New York City Mayor Rudy Giuliani and former President George W. Bush
during the early 2000s. Mayor Giuliani had been struggling for years to find traction in
communicating his municipal policies and was under frequent political attack in messy city
politics. However, when the terrorist attacks of 9/11 struck in New York City and D.C. in 2001,
the mayor found his element. In the aftermath, Giuliani was all over his city, especially at the
Twin Towers attack site (now known as Ground Zero) and subsequent memorial observances.
Speaking at these sites, Giuliani conveyed a consistent, sympathetic message to the victims
and a tough rhetoric regarding resilience, recovery, and resolve to defend the city. As a result,
Giuliani rapidly rose in the public eye as a commendable leader and was praised all over the
United States and abroad. New York City was proud to have him as mayor in those times.
Giuliani understood on 9/11 that this crisis was his time to step up to the plate as mayor of a
stricken city and to act and communicate decisively. President Bush also reacted quickly with
many of the same actions and communications as Giuliani did; neither relied much on
spokespeople in the first days after 9/11. This tough and determined voice, mingled with grief for
the victims, resonated well in the United States and, for a time, united political foes. Bush,
however, did not repeat this effective performance when Hurricane Katrina struck the Gulf
states in 2005. After the hurricane’s landfall, the three-day gap that elapsed before his first
on-site appearance did not fit well with the unique events of the crisis. Bush’s first
communications about how great the Federal Emergency Management Agency (FEMA) was
doing merely added to the perception that the federal response effort was rudderless. As Bush
was praising FEMA, and despite the agency’s hard work, the agency’s errors in emergency
response planning were coming to light, and the perception of FEMA’s ineffectiveness was fast
becoming part of the crisis (Jordan-Meier, 2012). During a crisis, all heads figuratively turn
toward the scene of the action (if there is one); then, all heads turn toward the leaders involved.
Especially as it pertains to leaders, perception does equal reality. In another example,.
Effective Crisis CommunicationChapter 3 Lessons on Effective C
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Ulmer, R., Sellnow, T., and Seeger, M. (2019). Effective crisis communication: Moving from crisis to opportunity. Sage Publications. Thousand Oaks, CA.
Lesson 1 Determining your Goals
Often broad statements that help guide
Could be to reduce the impact of the crisis
Keep the organization’s image intact or maintain customers
Helps reduce uncertainty during crises
Linking to organizational values helps harmonize
Important to determine, rank, and identify potential obstacles to goals.
Lesson 2
Develop True, Equal Partnerships with Organizations and Groups that are important…
Partnerships defined “Equal communication relationships with groups or organizations that have an impact on an organization”
Established through honest and open dialogue
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Effective partnering begins before crisis occurs.
Establish relationships with stakeholders before!
Lesson 3
Acknowledge your stakeholders as partners when managing crises
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Effective strategies include making a list of potential stakeholders.
Employees
Competitors
Creditors
Consumers
Government Agencies
Community
Activist Groups
Media
Lesson 4
Develop Strong, Positive Relationships with Primary and Secondary Stakeholders
Primary – Those most important to success and interact with most often.
Secondary – Key groups that do not play an active role but are still important to success.
Types
Positive – Both listen, understand, and communicate with each other
Negative – Antagonistic relationship, not open to listening or communicating
Ambivalent – No true partnership, each work with each other, but no one listens
Nonexistent – Organization is not aware of stakeholder and does not communicate
Lesson 4
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Culture-Neutral Approach: Everyone acts on and accesses CC information in similar manners.
Problem - Not everyone had a car to evacuate Hurricane Katrina
Culturally-Sensitive Approach: Messages should be tailored to the cultural characteristics of groups.
Person, Place, Time, Occasion, Literacy Level, and Message to name a few
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Means partnerships must happen.
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Effective CC means listening to stakeholders
First mistake is to attempt to engineer consent through spin.
Get the information out, but then make time to listen to concerns.
Public Information Sessions
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Public meetings can become difficult.
Vocalized anger must be acknowledged and legitimized.
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This unit will introduce you to the distinct, predictable patterns of how media react and report a crisis. Understanding these patterns can help organizational leaders plan better and stay ahead of the game during a crisis situation. Smart and speedy communication, particularly during the first two stages described in Chapters 7 and 9, will help leaders manage the media coverage and mitigate damage to their reputation.
There are a few key news ingredients which determine how much prominence a news story is given. These include:
Impact
Timeliness
Currency
Proximity
Novelty
Prominence
Human Interest
Conflict (Jordan-Meier, 2011, p. 49)
The more of these criteria that are present, the higher the news value, and the more likely the story will be a lead story for days. Leaders should be aware of these criteria as they plan their communications, especially during the breaking news stage of a crisis (Walaski, 2011).
The media report a crisis in four discernible stages (Jordan-Meier, 2011, p. 44):
1. Stage One: Fact Finding
2. Stage Two: Unfolding Drama
3. Stage Three: Blame
4. Stage Four: Fallout/resolution
During Stage One, or the breaking news stage, the media are looking to confirm what happened. The focus is squarely on the crisis incident. This is when media talk to eyewitnesses, victims, and anyone who is willing to speak to find out information and facts. They may also turn to social media, such as Twitter, for eyewitness reports and other breaking news. Many of the questions asked will be speculative in nature. As the crisis is breaking, the media, acting in the public interest, will want to know that the public is safe and that the responsible organization is responding swiftly. The key lesson to remember during this first stage of crisis reporting is to only say what you know to be fact.
What typically happens during Stage One?
Speculation, rumor, and misinformation may flourish.
Panic is possible.
Chatter on social media sites begins to spike.
The phone lines are congested. (Jordan-Meier, 2011)
Expect the media to:
Seek the facts. (What is true/What is rumor?)
Assess the impact. (How big of a deal is this?)
Gauge implications. (So what?)
Start to speculate on the cause. (Who is responsible?) (Jordan-Meier, 2011)
What to do in Stage One:
Act fast.
Take responsibility.
Demonstrate concern and empathy.
Collect facts and dispel rumors.
Activate a crisis communication plan.
Appoint your spokespeople and decide key message.
Call in expert support. (Jordan-Meier, 2011)
One of the most important things a leader can do during the break out stage of a crisis is to inform employees regularly. Employees will talk often and to lots of people, so it is important that they are informe ...
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Running Head CRISIS MANAGEMENT .docx
Running Head: CRISIS MANAGEMENT 1
CRISIS MANAGEMENT 2
Crisis Management
College:
Name:
Date of Submission:
Introduction
A crisis may occur in a firm at any time of the day whether during normal working hours or after normal working hours. It all depends on how the stakeholders or the parties involved approach the situation. There is an incidence response plan that get developed and implemented to provide instructions for employees to follow during and immediately after a disaster or a crisis. After-hour emergency notifications are often different from those identified to get called during regular working hours.
Moreover, crisis responsibility might be moderated through the interactions between severity of damage and injured parties. Communication scholarship often emphasizes the harmful effects of media (Noll, 2003). It is because the effects of television violence on children and the crisis-oriented people increase. There are also privacy threats on the web and telemarketing scams which accelerate the outcomes and critics of the crisis. The information provided to the media need to focus on the functions of the media in people’s lives and can find positive values in entertainment and relief from the tensions of the everyday world.
External stakeholders also ought to be included in the crisis management if they majorly play a part in the functioning of the firm. It always leads to a good crisis management plan which focuses on eradicating the issue in a more professional way. Enlightened organizations respond early and modify their strategies to adapt to or participate in the development of the issue. You need to identify key personnel, establish functional roles, notify in advance and prepare the damage control to respond to a crisis management plan Galloway & Kwanash, 2005).
References
Galloway, C., & Kwanash-Aidoo, K. (2005). Public relations issues and crisis
management. Southbank, Vic: Thompson / Scoial Science Press.
Noll, A. M. (2003). Crisis communications: Lessons from September 11. Lanham, Md:
Rowman & Littlefield.
Goel, S. (2009). Crisis management: Master the skills to prevent disasters. New Delhi:
Global India Publications.
...
Communications
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Solution
s
Cedric, David, Jubentino, Terrence
University of Phoenix
PHL 320
November 15, 2016
The issue identified in previous weeks can be worked on by first acknowledging the existence of the problem. This will be followed by confronting the problem by developing an action plan to act as a roadmap later the solution will be implemented to action (Jackson, 2015. In that, acknowledging the existence of the problem gives someone an urge to look for remedies to the problem. Developing an action plan act as a direction to be followed to ensure the problem is properly solved.
In developing the creative solution, the method which was applied includes the use of brainstorming, divergent and convergent thinking (Jackson, 2015). To start with, brainstorming involves engaging in personal thinking and try to think of the possible ideas to be used for creating a creative thinking. In a group, everyone is allotted time to give their views before the discussions are undertaken, the reason for allowing everyone to give possible ideas is to challenge people to engage extra minds before they harmonize together the ideas. In most of the cases, brainstorming has proved to be the best since in promote full participation from the members of the group.89
The next method which can use is divergent and convergent thinking. Divergent thinking involves trying to recall ideas from the past experience, and the experience should be positive towards proving good ideas (Jackson, 2015). Convergent thinking involves narrowing down the ideas to obtaining a meaningful idea. For a group, ideas from others are examined to obtain better-informed ideas.
In overcoming barriers to creativity, there is a need for one to obtain the experience. Before indulging in creativity, there is a need for one to obtain experience. Obtaining experience can be acquired by reading of relevant articles in the same field you want to take creativity (Jackson, 2015). The secondary articles include the reading of important books, journals, and novels which have very important information. The next way of overcome barriers include learning to associate yourself with the experience; this can be done by linking your past experience with the real issue at hand. The next way is undertaking an expression either to a group of people or a friend. The fourth way is evaluation whether there is a link with your past experience with what you have at hand. The next way is by perseverance, this is because when overcoming barriers, there is challenges associated with. Finally, you can obtain a reflection of your experience. There should also be a team whose job is to check for any barriers and finding solutions to them. Barriers can cost the organisation a lot. This is why it is important to identify them in advance and find a way of overcoming them on time.
In coming up with the potential solutions, critical thinking was very vital in examin ...
What is media advocacy? Discuss the importance of media advocacy. When shoul...
What is media advocacy? Discuss the importance of media
advocacy. When should you focus on the media? What does media advocacy
involve?
Introduction
Media, which is the plural form of 'medium', are the forms of communication –
television and radio; newspapers, magazines, and written materials or "print
media", and, more often now, the Internet – used to spread or transmit information
from a source to the general public. Advocacy means openly supporting a certain
viewpoint or group of people. There are many ways and reasons to reach out to the
media, and advocates should use media advocacy as a means of influencing key
decision-makers.
Media advocacy
Generally we can say that Media advocacy is the strategic use of news making
through TV, radio and newspapers to promote public debate, and generate
community support for changes in community norms and policies.
According to Lori Fresina and Diane Pickles (2013) ‘Media advocacy is a way to
influence decision-makers through the media outlets that matter to them, such as
newspapers, radio, television, newsletters, journals, magazines, and even the newer
social media, like blogs, Facebook, and Twitter.’
[Retrieved from:https://www.communitycatalyst.org/doc-
store/publications/Media_Advocacy_Tools.pdf ]
So Media advocacy is the use of any form of media to help promote an
organization's or a company's objectives or goals, which come from the group's
vision and mission.
Importance of media advocacy
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Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The Challenger.pdf DNHS Official Publication
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
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Digital Artifact 1 - 10VCD Environments Unit - NGV Pavilion Concept Design
Advantages and Disadvantages of CMS from an SEO Perspective
Advantages and Disadvantages of CMS from an SEO Perspective
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Operation Blue Star - Saka Neela Tara
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How libraries can support authors with open access requirements for UKRI fund...
How libraries can support authors with open access requirements for UKRI funded books
Wednesday 22 May 2024, 14:00-15:00.
special B.ed 2nd year old paper_20240531.pdf
Instagram:-
https://instagram.com/special_education_needs_01?igshid=YmMyMTA2M2Y=
WhatsApp:-
https://chat.whatsapp.com/JVakNIYlSV94x7bwunO3Dc
YouTube:-
https://youtube.com/@special_education_needs
Teligram :- https://t.me/special_education_needs
Slide Shere :-
https://www.slideshare.net/shabnambano20?utm_campaign=profiletracking&utm_medium=sssite&utm_source=ssslideview
The approach at University of Liverpool.pptx
How libraries can support authors with open access requirements for UKRI funded books
Wednesday 22 May 2024, 14:00-15:00.
2024.06.01 Introducing a competency framework for languag learning materials ...
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Biological Screening of Herbal Drugs in detailed.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
A Strategic Approach: GenAI in Education
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Unit 2- Research Aptitude (UGC NET Paper I).pdf
This slide describes the research aptitude of unit 2 in the UGC NET paper I.
Unit 8 - Information and Communication Technology (Paper I).pdf
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Synthetic Fiber Construction in lab .pptx
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Digital Artifact 2 - Investigating Pavilion Designs
Digital Artifact 2 - Pavilions
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MPavilion Commission Competition
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- 14. In a crisis, is one group of stakeholders more important than the others?
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