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Strategic Vision | Michigan Engineering

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Culture

Culture is Key

When it comes to the most important aspects of a successful engineering school, the culture may not be the first to come to mind. Yet Michigan Engineering is making it a major focus.

From early in the strategic planning process, College leaders knew it would benefit the organization if there was a shared sense of purpose and action, backed by behaviors that reflected its values.

“When we outlined the vision, mission and values for the College, we did so with the knowledge that nothing was broken, but that there was an opportunity to be intentional about who we already are, and what our legacy will be,” said Alec D. Gallimore, the Robert J. Vlasic Dean of Engineering. “The results were a reflection of our community, which is why it has resonated so strongly with our students, faculty, staff and alumni.”

This laid the groundwork for our strategic plan, in which “culture” is one of the three pillars of focus, alongside “research” and “education.” The work within that pillar emphasizes the College’s values, and how those impact the achievement of its goals.

“The values directly support our vision of being the preeminent college of engineering serving the common good,” said Gallimore, who is also the Richard F. and Eleanor A. Towner Professor, an Arthur F. Thurnau Professor, and a professor of aerospace engineering. “To be preeminent, you must lead, and in order to lead, you must be willing to take risks and be creative, transparent and collaborative. In other words, to achieve our vision, we must live our values.”

In an organization as complex and large as ours, if we really want to accomplish new things and stay true to our mission, then we have to make sure our core values are imbued in our culture. We need to make sure our actual day-to-day practice is consistent with and supports our values.

Michael Wellman

Richard H. Orenstein Division Chair of Computer Science and Engineering, Lynn A. Conway Collegiate Professor of Computer Science and Engineering, and former associate dean for academic affairs

The College has come to understand that culture must permeate all aspects of an organization’s processes. It is a natural fit with strategy, according to Deborah Mero, senior executive director of resource planning and management at the College and co-leader of the culture pillar. In fact, it’s essential.

“You can’t have one without the other,” Mero said.

College-wide events celebrating values help increase communication and collaboration, and place emphasis on the priority of culture for the greater community. Reinforcing values and strategic priorities through communication is a critical component of culture-building, and raises awareness in items ranging from lobby displays and social media to in-person town halls and discussions.

Talent is at the core of success, and considering College values such as creativity, diversity and collaboration when hiring enriches that pool of talent, strengthening the effects of a positive culture. For current faculty, articulating the principles and criteria for the faculty promotion and tenure process ensures consistency in priorities.

Awards and bonuses for faculty and staff who embody College values emphasize the importance of values in their daily work. And providing professional development and training anchored by core values raises the bar. It creates consistency in leadership and a shared understanding among all faculty and staff.

Our dedication to academic excellence for the public good is inseparable from our commitment to diversity, equity and inclusion. An inclusive climate helps us leverage our collective capabilities. Our five-year DEI Strategic Plan, launched in 2016, reflects our multifaceted approach.

Research

Taking on the world’s biggest, most pressing problems through collaborative and innovative research.

Education

Educating the best engineers, who are capable of leading in a diverse, global community.

Culture

Foster a community based on our core values and rewards creativity and daring.

Culture
Pillar
Timeline

Mar 2016

DEI strategic plan

U-M launch of Diversity, Equity, and Inclusion (DEI) strategic plan and DEI Implementation Campaign, reinforcing our priorities 

Fall 2017

Raising awareness 

Begin vision, mission and values awareness campaign 

Sep 2017

P&T alignment

Establish Promotion & Tenure Criteria study group

Oct 2017

Hearing from faculty

Launch open forums for faculty to discuss strategic ideas with the dean during 3Ds (faculty conversations) 

Nov 2017

Hosting campus events

Launch two-year series: cultureXchange, creativityXchange; impactXchange, daringXchange

Jan 2018

Hearing from staff

Dean gathers feedback directly from staff during ABCs (staff breakfast conversations)

May 2018

P&T transparency

Roll out new promotion and tenure criteria 

May 2018

Inclusive teaching

Training on inclusive teaching for all new instructors

Sept 2018

DEI director

New DEI director position created, Sara Pozzi appointed

Nov 2018

Engaging staff

Staff creativity, innovation and daring (CID) committee proposal submitted

Dec 2018

Recognizing values

Launch faculty and staff incentive program pilots 

Dec 2018

Climate survey follow-up

Action plan for response to faculty DEI climate survey, addressing cultural foundations of DEI

Mar 2019

Staff incentive program launches

Staff CID (Creativity, Innovation, Daring) committee launches new staff incentive programs 

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