Remembering Harvard The darkest hour A man is lost in thought, unable to read past the Boston Globe’s front page following the assassination of President Kennedy, 1963. © 1964, Harvard Yearbook Publications, Inc. She remembers the cultural aspects from that time too. “Women were not allowed inside of Lamont,” she said. If a woman then wanted to check out a book, she had to find a man to get it for her. There were other challenges for Radcliffe College students, such as not being able to easily meet with their tutors who lived in the Houses. The dorms housed only men, so access was limited.Over the next decade, as Harvard and Radcliffe began to merge, women got to use Lamont and moved into the Houses. But the changes, however equitable, also meant that Radcliffe lost its unique identity as a women’s college, which Maher said was partly lamentable.“The way that Harvard and other male institutions responded to the women’s movement was by, quote-unquote, letting women into their institutions,” said Maher.Ruth Purtilo, M.T.S. ’75, Ph.D. ’79, was involved in the feminist movement at Harvard during the ’70s, and advocated for equal pay for Harvard faculty and staff. She remembers that she and other female students sometimes blew kazoos during lectures every time a professor said the words “him” or “mankind.”Enjoying a tea in the Rock Café at the Harvard Divinity School (HDS), the 73-year-old HDS alumna laughed and said, “We were doing some outrageous things. Some of us were very angry. I was probably less angry, though.”Purtilo also remembered the day she and her dorm mates invited celebrity chef Julia Child to their place for dinner. “She lived two blocks away, and when she said yes, we suddenly asked ourselves, ‘What are we going to feed Julia Child?’” Calling home to collect recipes, Purtilo said they settled on chicken Monterey and Child loved it. Purtilo said her floor also had famed composer and pianist Leonard Bernstein ’39 over for dinner. “It was a time of great informality and meeting interesting people at Harvard,” she said.Agreeing that his time at Harvard was also marked by informality and interesting people, Alexander Moore ’58 said that some of his most enjoyable undergraduate experiences were dining at Lowell House. Describing the typical meal at Lowell in the 1950s, Moore said, “One grabbed a plastic plate … divided into pie-shaped compartments. Servers scooped out generous helpings and, behold, a complete and generous meal appeared in this triumph of modernist design.”Moore said that the conversations, especially after dinner, with fellow students and professors were often fascinating. Students discussed classes that excited them, but foreign affairs were another major topic. “Back then we were in the throes of the Cold War, and the Harvard professoriate, with its Russian Studies Center, was right at the center of U.S. strategy,” Moore said.Moore also remembered a strict dress code: Dining in all the Houses was jacket and tie. Students — himself included — tended to prefer Harris Tweed jackets from the Harvard Coop.“A jacket and tie were commonplace all around Harvard in the 1950s,” remembers Noam Chomsky, who was not a Harvard undergrad but was a member of the Harvard Society of Fellows from 1951 to 1955. “They used to joke that you can get into the House dining rooms without pants, but you had to have a jacket and tie,” he said from his office at Massachusetts Institute of Technology.Vivid memories for Ruth Purtilo, M.T.S. ’75, Ph.D. ’79, included participating in the feminist movement and inviting Julia Child to dinner. “When she said yes, we suddenly asked ourselves, ‘What are we going to feed Julia Child?’”Chomsky said that if he had to define the culture of Harvard in the 1950s in a word, it would be “anglophile.”“I remember meeting people at Harvard who I thought were English, but who never left the United States,” he said. “Their clothes, accents, and mannerisms were mimicking some version of Oxford or Cambridge high table.”Chomsky said that social class was a big deal at Harvard during the 1950s. He told a story of a gifted graduate student who came from a lower-middle-class Boston family and spoke with a “lower-class accent.” When he later became a Harvard professor and tried to get tenure, Chomsky said he couldn’t get a recommendation from the faculty. “Class distinctions were rigid back then, but that is thankfully all gone today,” he said.Over pizza at a Harvard Square hangout, Ayodeji Ogunnaike ’10, Ph.D. candidate and senior tutor of Pforzheimer House, said he has seen significant changes at Harvard over the past 10 years. In 2006, for instance, when Ogunnaike was a freshman, not a lot of people had cellphones. Today, “they are Snapchatting and sending video messages back and forth,” he said. “In the old days, I would get up and visit my friends or block mates at their rooms, but today it is all about social media.”In 2006 Facebook, which was created at Harvard, was just beginning, Ogunnaike said, but today students are on the site all the time.“I don’t check my Facebook page and messages every day,” he said, “which means that I sometimes miss out on catching an impromptu game of soccer with friends.”Like other universities, Harvard is becoming more Internet-friendly, Ogunnaike said. Harvard students can do more administrative tasks online now, such as completing study cards and securing books and journals without ever having to step foot in Widener, he pointed out.Admitting to not being current on all the latest technological advances, Chomsky said that when he was at Harvard the Internet was Widener. “I had a desk in the stacks of Widener Library,” the 87-year-old Chomsky said. “Having a desk there was one of my favorite experiences at Harvard, because I was free to roam and explore all that information and knowledge that was all around me by just walking around and picking up a book here and a journal there. It was an amazing education that way.”Anthony Chiorazzi has an M.Phil. in social anthropology from Oxford University and a master’s of theological studies from Harvard Divinity School. He has researched and written about such diverse religious cultures as the Hare Krishnas, Zoroastrians, Shakers, and Old Order Amish. Hard at work A student pores over his notes and textbooks in preparation for final exams at the Lamont Library in 1967. Courtesy of the Harvard University Archives Fine day for a stroll In 1961, students traversing the Yard in classic Harvard attire — ties and tweeds. Courtesy of the Harvard University Archives Dining in style Students dine at Dudley House in 1954. House rules called for jackets and ties as mandatory dining attire. “They used to joke that you can get into the House dining rooms without pants, but you had to have a jacket and tie,” remembers linguist and philosopher Noam Chomsky. Courtesy of the Harvard University Archives Mourning one of our own Students and faculty join the public in an impromptu memorial for President Kennedy in Harvard Square. “People were walking around oddly. Their heads were bent, and they were hugging one another,” recalls Frinde Mahar, Radcliffe ’64. © 1964, Harvard Yearbook Publications, Inc. If you asked the religious scholar and former University of Bridgeport President Richard Rubenstein, Th.M. ’55, Ph.D. ’60, one of the things he remembered most about his years at Harvard, he would answer: “Elsie’s Sandwich Shop in the Square, of course.” Rubenstein said Elsie’s, which closed in 1995, made the best sandwiches in Cambridge. “The roast beef was rare, thin, and really piled on. The fact that I remember it after 60 years says something.”With Harvard’s 365th Commencement just past, alumni from the 1950s through the 2000s were in the mood to share their memories of their alma mater and how it has changed since their crimson days.A particular memory for Frinde Maher, Radcliffe ’64, is Nov. 22, 1963. From the fourth floor of Widener Library, Maher was looking down on Massachusetts Avenue, and noticed that “something was wrong” in Cambridge. “People were walking around oddly. Their heads were bent, and they were hugging one another. It was strange,” she said.When she finally left the library, she learned that President John F. Kennedy had been assassinated. “People at Harvard were glued to their TV sets the whole weekend.”More than 50 years later, Maher, 73, is looking down the same street, this time across from Widener while having lunch at a trendy restaurant. Gender integration Radcliffe women study alongside Harvard men for the first time at the Lamont Library in 1963, beginning the long path toward gender integration. Radcliffe and Harvard would not officially merge until 1977, and would still remain separate entities until 1999. Courtesy of the Harvard University Archives Before broadband Long before the Internet becomes the academic tool of choice, students queue up at the circulation desk to check out materials at the Lamont Library in 1957. Courtesy of the Harvard University Archives
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The most impactful work in a new branch project takes place before design and construction even begin. Over the years we’ve seen that a clear definition of the purpose of a new branch project together with the early, consistent communication of that purpose are the two biggest indicators of a successful outcome. Think about a project where the goal is to build a branch, but the project leader hasn’t clearly defined the requirements necessary to make that branch successful: They hire an architect to design the branch, but at the 95% design check-in the team hates it. There’s confusion around the branch’s features and design choices and a lot of energy is focused on discussing relatively small details. Larger questions, whether or not untethered personal technology will support improved operational efficiency, for example, don’t even surface because these goals were never established in context with the project. The project leader takes the team’s comments back to the designer, but the process falls into a cycle of trial and error that results in overspending, delays, and a finished product that the team isn’t really satisfied with. Ultimately, the project leader may not be sure that the new branch performs any better than the one it replaced, and is hard pressed to justify the time and money the credit union has just invested. But there’s a better way. We’d like to share a five step process to align both internal and external team members around not just their individual contributions, but a shared vision of overall project success. You’ll engage your team, establish the purpose driving this branch project, define and prioritize a clear set of requirements, strategically integrate your external partners, and create a change management plan that people will get excited about. Step 1: Engage Your Team Start out by creating open channels of communication among the stakeholders and focusing on gathering input from your team. Not only will people get excited about a project that they have a say in, the collective knowledge of your organization is a powerful asset that you can use as a resource throughout the project. Even if you have a clear vision in mind for your project, opening the door to contributions and input from your team is a powerful way to win them over to your side. Step 2: Find your Purpose All too often the process kicks off with “we need a branch” and misses that one word critical to setting a project on the right path: “why?”If you design a branch as the discrete solution to your need, without consideration of the strategic outcomes you hope to achieve through your branch, you’re unlikely to end up with a design or strategy that fulfills your organizational goals and may fall into the trap of designing by trial and error. But if you clearly define and document your purpose from the very start of the project, every stage of the project can be focused around fulfilling that purpose. It becomes a shared goal among all of the stakeholders.Step 3: Develop your Requirements Work with your team to brainstorm the requirements for the project that will ensure you fulfill the branch’s purpose. Keeping with the theme of “why?”, make sure you don’t jump right into brainstorming what features you need! Instead, think about your objectives for the branch. Features can be developed during the design phase to fulfill requirements. Bad requirement: We need a tech bar. Good requirement: We need a way to educate members on our mobile platform. Keep your requirements objective driven and explore as many ideas as possible. When you finish, sort them into Must Have, Should Have, Could Have, and Won’t Have categories (a MoSCoW list). Step 4: Bring Partners on Board Align your external team members around your goals by looking for partners rather than vendors. Think about when and how they can be integrated into your project not just for their part of the work, but when their expertise can have the most impact on the project. During planning and strategy discussions your partners can provide both valuable insights and reality checks. For example, when making design decisions a construction manager could let your team know the impact that these choices will have on the cost and schedule. Step 5: Plan for Lasting ChangeChange often sparks resistance, but engaging your team and getting everyone aligned towards a common goal doesn’t have to be a battle! You’ve already gained team member buy-in by engaging stakeholders in the planning process. Take this a step further by establishing a project sponsor who will build enthusiasm around the project, communicate how new policies, staffing models, and processes will be carried out, and support branch staff with the training they need. Make sure there is a plan in place to follow up at ninety days and six months after project completion. Kick Off Your Project the Right Way Following this process requires more work up front, but the effort pays dividends when the design, construction, and operation of the branch all run smoothly. Construction projects have a reputation for being challenging and stressful, but with the right level of preparedness they can be something that your team looks forward to. 2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jay Speidell Jay Speidell is the Marketing Manager at Momentum, a strategic design-build partner that takes a people centric approach to helping credit unions across the nation thrive. Web: www.momentumbuilds.com Details
continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr While many stay-at-home orders have been extended, some states are allowing at least some businesses to reopen. It is important for organizations to realize the need for advanced planning of their return-to-work strategy to ensure a smooth transition.The following best practices will provide guidance to consider while creating your institution’s return-to-work policy. While this guidance is not legal advice, it is a helpful source for getting started and can help you create a measured approach to your policy.Review Federal, State and Local PlansFirst, it is important to review any applicable federal, state and local recovery plans, including each state’s local stay-at-home orders. Some states may even have a posted recovery plan that your institution may leverage. If you are a larger multi-state institution, you may want to include the proposed recovery plan from the CDC and the White House in your decision-making process. Or, if you are a smaller institution located in a single state or in a handful of states, you may want to consider looking at a specific state’s recovery plan, such as the state of Missouri’s plan. Both plans incorporate and rely on guidance from medical professionals, which is important as you may not want to rush employees back too soon.
KALIBO, Aklan – The House ofRepresentatives has approved on third and final reading a measure seeking torename the Kalibo-Banga-Balete-Batan-Altavas highway to Congressman Allen SalasQuimpo national highway. Quimpo served as vice mayor of Kalibo,Aklan from 1980 to 1988, mayor from 1988 to 1992 and three-term congressman ofthe Lone District of Aklan from 1992 to 2001. Quimpo was born on August23, 1945 and died on December 14, 2016. First District’s Cong. Carlito Marquez,who authored the bill, said this move will immortalize the noble acts of Quimpo. The highway is part of 47.587 kilometersstretch of road that traverses the barangays of Poblacion, Andagao, Estancia,Tigayon and Linabuan Norte in Kalibo, barangays of Linabuan Sur, Jumarap,Mambog, Poblacion, Tabayon, Libas and Venturanza in Banga, barangays ofFulgencio, Feliciano, Calizo, Morales, Poblacion, Cortes and Aranas in Balete,barangays of Lalab and Cabugao in Batan, barangays of Cabugao, Linayasan,Odiong, Poblacion, Poblacion, Man-up and Cabangila to Capiz-Aklan boundary. “He transformed Aklan into a progressiveprovince and also significantly underwrote to the development of the countryand many generations of Filipinos when he authored or co-authored severallandmark legislations, and passed into laws, which revolutionized andrationalized social order in basic and higher education and skillsdevelopment,” said Marquez, who principally authored the measure. House Bill 624 is pushing for thename change in honor of the highly esteemed politician in the province. The west section of Kalibo highwaycomprising the Kalibo bridge, Roxa Avenue, Mabini Street andDesposorio Maagma Sr. Street would not be part of the renamed nationalhighway. Quimpo, a lawyer and holder ofdoctorate degree, authored the conversion of Aklan State College of Agriculturein Banga, Aklan into a state university, otherwise known as the Aklan StateUniversity (Republic Act No. 9055). Marquez stressed the late Atty. Quimpowas also admired for his environmental advocacy and sustainable mangrove forestmanagement in Kalibo Mangrove Reforestation Project in New Buswang, Kalibo,Aklan, which was awarded the Galing Pook in 1998 and UN FAO for ExemplaryForest Management in the whole of Asia and Pacific in 2005. (With a report from Akean Forum/PN)