Fintan Donohue- Gazelle- Hannah Tyreman

This blog is a rather delayed set of reflections on a talk that Fintan Dinahue (@fintandonohue), of the Gazelle Colleges Group, made at a managers’ meeting at Reading College in February. Depicted and described below are the questions and reflections generated from his thoughts.

During his talk to managers, Fintan provoked a number of questions to generate creative thinking:
Feeling more comfortable with remote working is likely to be a necessity in the near future- for both staff and students.
What does true ‘-attendance’ really look like?
We should be harnessing the power of design thinking: used by a number of companies already around the globe for developing creative design solutions to problems- by first thinking about people.
A curriculum that focuses on the development of transferable soft skills as much as subject/career-specific skills is one we should be striving for.
Babson College was highlighted as an institution to explore for applied entrepreneurship. The joint leadership programme between Gazelle and Babson was referenced.
Enterprise and entrepreneurship is often connected to a college but isn’t properly secured and threaded through every part of what the organisation does. There’s no real excuses for delaying in achieving this:
We don’t have to achieve it all at once but we should take small steps now in order to make larger leaps later. The only mistake would be to take no steps at all towards connecting with local employers and global industry partners.
These were some questions generated for me as Fintan presented in the context of Activate Learning. As always really, it’s the how behind it all that remains the question…
Fintan wasn’t the only person to reference it but I’ve heard a great deal about the way in which some institutions are working with employers and providing a service for them. Ensuring local start-ups can access the college’s expertise and facilities for instance.
This one big question remained for me. Looking to the future and developing new approaches  makes a great deal of sense. How can staff and managers be encouraged to take risks though? How can we make each risk worth taking?

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