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At
the beginning of the year, Leadership Vanderbilt participants divide
into groups of five to six members each. These groups choose, from
a list of about 20 possibilities, a consulting project on which
theyll work together outside of class for the rest of the
year. The projects represent a range of University clients,
diverse enough that each group can select a project that really
interests it. By working on these projects, Leadership Vanderbilt
participants develop project management skills, experience and develop
skills in a cross-functional team, gain a deep knowledge about some
aspect of the University and make a lasting contribution to the
University.
The teams work throughout the year with the client to explore an
issue of particular interest to the University. Members do research,
looking at how other organizations handle similar issues, conduct
surveys and bring to the project their strengths as individuals
and teammates to solve a problem or improve a process at Vanderbilt.
In the last Leadership Vanderbilt session of the year, the groups
present their work to the rest of the class, to University leaders
and administrators, including the clients who proposed the projects,
and to Leadership Vanderbilt alumni. They present the client with
a written report, which contains the summary of the groups
work and recommendations.
The 2003 Leadership Vanderbilt class undertook a diverse
range of projects proposed by staff from across the University.
Among this years projects:
In
previous years, groups have examined whether donor stipulations
dilute an institutions mission or strengthen it; whether merit-based
or need-based financial aid is better for an institution and its
students; and how research universities balance demands on faculty
for scholarly research and undergraduate teaching.
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