On a recent hazing prevention project, we asked students how they felt about a series of situations commonly associated with hazing. To our great surprise, 75-98% of students found each situation to be unacceptable.
The lesson? We don't need to preach about the perils of hazing. Or hammer home the rules. Or argue about what's ethical. They get it!
Asking a trainer about learning styles is comparable to asking a fraternity/sorority advisor if they teach keg-tapping. It’s a tempting idea, but it makes about as much sense as believing in bigfoot or tryptophan. Like these examples, the myth is interesting and popular, but the evidence is elusive (Curry, 1990).“Although the literature on learning styles is enormous, very few studies have even used an experimental methodology capable of testing the validity of learning styles applied to education. Moreover, of those that did use an appropriate method, several found results that flatly contradict the popular meshing hypothesis” (Pashler, McDaniel, Rohrer, & Bjork, 2008, p. 105).
This past summer, RISE revisited its purpose, and accepted the challenge to help every member become more active and engaged in their fraternity / sorority experience. While the extent to which members are “active” will vary, it is an appropriate goal for us, a company committed to improving the fraternal movement. As dedicated supporters of the interfraternal community, we challenge our fellow professionals to be more “active" in their role. By active we don't mean volume, we mean intention. Here are five ways you can become more active as a fraternity/sorority professional:
In a recent Made to Stick column in FastCompany magazine, Chip Heath and Dan Heath challenged the ‘Talent Bus’ metaphor – the idea that your goal as a leader is to recruit talented people, get them in the right seats, and drop off the slackers at the next stop. Using research from Harvard Business professor Boris Groysberg, they show us that this talent/no-talent dichotomy doesn’t exactly translate into reality. Groysberg studied highly talented Wall Street analysts, and learned that their performance often suffers after switching to a new firm. Despite their individual abilities, they were trumped by the culture, systems and support available in the new environment. In other words, even the most talented passengers can’t go very far if they’re on a broken-down bus.
