A very happy Monday to all ka!
Last week, I had an opportunity to observe a training on strategic planning conducted by Dr.Pisit Leeahtam, who currently serves as Dean of the Faculty of Economics, Chiang Mai University.
I learned a lot from his sharing about his leadership and thinking over the main agenda on strategic planning ka.
1. Because ranking gives more weight to IZN and research than other aspects, he decided that the two are his highest priorities.
2. I like the term 'management debate' as it shows the maximization of similar and diverse ideas to the best solution (was thinking of 'de Bono's Six Thinking Hats' too ka!) It is also one of the existing challenges in our Thai cultural traditions, especially in the public services and university administration.
Dr. Pisit pointed out this very cultural aspect that needs to be taken into serious consideration as it is different from the West and the business sector, which allow more open and free discussions.
As interactive discussion is part of my wish for Thai people to know and act better, I wanted to learn more how he (with his high profile) handles his team. My curiosity rose further in this training. It was quite obvious that his team has shown so much grengjai'ness and respect, which could make it even more challenging for him to engage them.
Fortunately, I had a chance to ask him in person how he could encourage people to share their ideas. He said it worked best during the retreat outside the normal environment. He separated the whole team of ajarns and staff by age groups and let them discuss key questions he raised. It turned out to be quite fruitful.
I immediately thought of 'diversity management', the term that we still don't quite understand, nor do we try to capitalize on it yet.
3. To internationalize his faculty members and staff, he stressed the importance of English proficiency. He admitted that he hasn't added other components with the learning of the language as yet. At least what he has been doing is bearing fruit.
If English language proficiency is one and only focus, I'd get so concerned ka. However, when talking with him during lunch, he has had clear and deeper thoughts that are linked with IZN at the macro picture, e.g. how he foresees the advantages of study-visits, offerings of a program in Myanmar, invited foreign speakers; and how he agrees to have lesser content for language acquisition, etc. I didn't get to chance to ask him if he actually tabled out the other 'real' benefits to his team but again, being on the EdPEx route, it depends on him to decide what's best in his particular context lae ka.....I only am eager to learn more how he increases his team's awareness of the benefits, and wish to hear more from his team on this matter as well!
4. On university administration, he expressed that Thailand is far too rule-and-regulation-based ('strict management by the written rules' from those who need to understand the rules and the overall implications in real practices lae ka!....my own words!) and it'd be better to have more flexibility and room for universities/faculties to work, which would increase efficiency and effectiveness.
5. One statement I love is don't be happy with "คำป้อยอจากข้างนอก" (compliments from outsiders). Persist in doing what we're good at and where we want to reach ka.
Having heard and talked with him in person, I know we have so much more to do strategically and more importantly, collectively. Without capable leadership, similar huge challenges stay on.
I also hope that our Thai education community goes beyond our own selves/ faculties to become very inspired and motivated with shared values for the best of our university(ies) and country so there'll be increased labor of love that drives our slow quality-move Thailand to another firmer step of development ka.
Over to you for your thoughts ka!
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