From the Field

A Snapshot of the September 2016 LSC Webinar - Calibrating the Return of Investing in Active Learning Spaces: The Institutional Perspective

Investing in Integrated Planning

Oregon State University

The planning process ignited a campus-wide awareness and engagement in learning spaces, both physical and virtual. We moved from a project by project approach to planning to a continual assessment and discussion of learning environments. Some lessons learned:

  • The importance of remaining current on learning innovations at times—not just at the time of a major campus construction or change project.
  • Provide time for support staff and faculty to understand and capitalize on the potential of new spaces. If ongoing faculty engagement is important, create comfortable spaces for faculty to gather in different kinds of spaces to experiment with and test ideas.
    —John Greydanus, Director of Academic Technologies—Oregon State University


The LINC—Learning Innovation Center—project was transformative at OSU in many ways: At first, it seemed that we were merely building another building—we already had built eight of those in the past decade. But when it became clear that this was a general education building dedicated solely to teaching and learning, the game changed. This is the only building on campus designed to teach across the entire curriculum. Faculty and staff from all parts of the University came together on the project and that process led to a level of creativity and risk-taking that is unique in my 30 years here.
—Jon Dorbolo, Associate Director, Technology Across the Curriculum—Oregon State University


From the Archives

Leadership: Asking the Right Questions

How does one transform verbal and often abstract statements in steel and stone?

An intriguing question posed by Max DePree in Leadership is an Art, a small volume of reflections that has inspired and motivated generations of leaders within and beyond academe. For those responsible for facilities in the undergraduate learning environment, it is a challenge to arrive at a common language and shared vision that drives the planning process, is influenced by and influences the institutional culture. To prompt this process of shaping language and vision, DePree proposes further questions that could, perhaps should, be explored and shared by all stakeholders.


From Leadership is an Art:

How does one transform verbal and often abstract statements in steel and stone? We are all familiar with how the Greeks and the Romans left the marks of their culture in architecture. The Mayans, too, expressed their culture in distinctive buildings. Broadly, you might say that architecture deals with the relationship of people and the environment. As a company, Herman Miller deals with the relationship every day.


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