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Business Week's comments on Queen's "TREAT IT LIKE A JOB"
How does Queen's do it? For starters, it divides students into groups of five or six "participants," with each group consisting of several different personality types and nationalities so that conflict is almost guaranteed. Unlike most B-schools, where new teams form for each class, Queen's students belong to a single team for the whole program, much as they would on the job. Each team is assigned to a 15-by-20-foot "office" where each student has a cubicle and is expected to keep office-like hours. It's here that students spend a majority of their non-class time, discussing projects and working on assignments. And it's here where much of the magic happens. Students learn how to work as part of a team--resolving differences and solving problems--in a way that can't be taught in the classroom. "Students are treated like professionals, and they're expected to treat it like a job," says Alan Ridgeway, a 2006 Queen's grad.
This experiment in reality learning has students and recruiters singing the school's praises. But administrators aren't easing up. In late September, Dean David Saunders announced plans for a curriculum redesign that will allow students to customize their course loads based on their experience and career goals. For Saunders, the decision to make the change was simply a question of listening to the market. "We talked to employers and alumni and built off of their feedback," Saunders says.
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发表于 2006-10-20 10:32:00
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