Today’s tumultuous economic and political conditions require universities to adapt—fast. Leaders must attend to unforeseen crises, events, and opportunities in ways that align with their core missions, promote their universities’ continued existence, and help achieve disparate goals (Rowley, Lujan, and Dolence 1997). Good planning and good plans involve iteration; simple cause-and-effect thinking is no longer enough.
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Shannon Chance (2010) studied this question.
Synapse has enriched 2 closely related papers on similar clinical questions. Consider them for comparative context: