The Liberal Arts: Embracing an Opportunity Mindset During Times of Change

Change is the only constant in life, as philosopher Heraclitus is credited as saying way back in 535 BC, and whether it’s at a global scale, within an organization, or inside the walls of your own home, change pushes us to think differently and forces us to find new footings. It’s not always comfortable and or even welcome, but often it brings surprising gifts and a clean canvas of new possibilities. 

So, what keeps us moving forward during times of transition? How can we tap into change as a moment of opportunity and potential? 

Here, College of Liberal Arts Interim Dean Kelly Norris Martin and National Council members Joyce Pratt and Kristine Simmons offer perspectives on how and why a foundational education in the liberal arts supports people in not just getting through change, but thriving because of it. 

How does the study of liberal arts disciplines strengthen the skills people rely on during times of change? 

KS: Change is either here or on the horizon. Taking advantage of it — to learn, to grow, to make a difference, to prosper — requires awareness, analysis, communication, and decision-making. It exercises our “liberal arts” muscles!

JP:  Liberal arts are the foundation upon which new ideas can grow and prosper.  Critical thinking enables us to embrace change and become advocates for its importance.  Communication enables us to become active participants in the “new normal.”

KNM: Whether it’s anticipated and known well in advance or it falls to us unexpectedly, organizational or workplace change puts us outside of predictable “knowns.” New people, new initiatives, new expectations need to be carefully navigated. We have to be resourceful and strategic in our thinking when planning next steps and flexible to accommodate new perspectives and new ways of operating, and we also need to communicate effectively so that everyone—from top leadership on down to the people tasked with each tactic—understands the goals and sees the path forward. Not surprisingly, these are the very skills employers report as most valuable. A liberal arts education delivers them. Studies in humanities, social sciences, policy, or history, for example, offer a perspective on individual and organizational behavior, values, and motivations while studies in communication, English, or language and cultures provide a foundation for effectively connecting, persuading, informing, and collaborating. And, the ability to think deeply, carefully, and critically (i.e. strategically) is fundamental to liberal arts studies. 

What examples have you seen during your career where these skills have made a difference in the trajectory of an organization’s or individual’s progress?

KS: My career has allowed me to get “up-close and personal” with presidential transitions. The transfer of power from one U.S. president to the next brings changes in policy, personnel and leadership, with consequences for our country and the world. What the public does not see is the planning that begins many months in advance. Transition teams lean on every ounce of their liberal arts training to help a new administration get ready for the heavy responsibility of governing, and the career workforce provides essential continuity during the time of change.

JP:  My nearly 40-year career in government as a foreign affairs analyst and in industry as a business development executive have provided countless  opportunities to witness change, whether it be in a change in leadership in a  foreign government or the development and implementation of a new technology in industry.   For example, in the case of foreign affairs, knowledge of history, culture, politics and economics plays a major role in understanding the implications of a newly formed foreign government for US national security.  In the case of industry, it is  equally  important to identify the technical  benefits of a new capability as it is to understand how it will be embraced by users.   

KNM: When talking with local companies in the workforce education research I conduct and with our students, I see this a lot. Hiring managers at optics and photonics companies in Rochester have told me that they promote their employees with the best communication and interpersonal skills. They say that often RIT graduates are always very skilled technically, but they seek out the students with the communication and critical thinking abilities specifically for those leadership positions. Also, I’ve known double majors in STEM fields and communication and they are always highly sought after. They tell me when they mention their combination of majors at job fairs, they are given a lot of enthusiastic attention because it is so valuable to have an employee with both a technical and liberal arts background. 

What shifts or challenges do you see on the horizon for individuals, organizations, or the social, economic, or political landscape in general and how do you see the liberal arts playing a role in navigating those shifts?  

JP:  We live in a fast-paced world where change is happening at lightning speed.  Too often we focus on building the skills of our future leaders and our workforce around technological advances that drive change without considering how those advances will be introduced and accepted by their users.  This is where double major programs like the College of Liberal Arts Multidisciplinary Scholarship Program becomes so important because they combine 
the best of the best, seamlessly integrating STEM disciplines with the overarching foundation that the liberal arts provide. 

KNM: It’s impossible to teach students everything they would need to know before they leave their undergraduate education, but it’s even more difficult now with how rapidly information is shared and technology is changing. Staying on the cutting edge of a field will be increasingly difficult. This is partly why skills like communication, critical thinking, and self guided learning are so important; they empower students to be lifelong learners who can effectively teach themselves, reach out to others, and tap into resources to learn what they need to know. 

Another challenge for organizations is the quickly changing nature of “the workplace.” Many employees want more flexibility to work from home or work different hours than the normal 40 hour, 8-5 work week. Yet employers really want their organizations to still have these in-person interactions and relationships because of the kind of close dynamics and creative collisions that more easily happen in-person. Liberal Arts students would be some of the best to help organizations navigate new policies, communication strategy, company branding, and identity. Having that strong communicator and problem solver will make a big difference with how quickly organizations are able to move forward in a way that retains elements of the organization’s culture and momentum. 

During transitional shifts or times of change, how can an organization find focus and continue moving forward? 

KS: Lean in to what is already working! Change seldom requires starting over; more often, it means building on what you or your organization have already learned and accomplished. For example, Dean Stenport initiated new programs and initiatives to make the College more exciting and essential than ever; as she passes the baton, the next dean will be able to hit the ground running.

I think it helps to embrace the low hanging fruit and these are the changes that come from within the organization and where there are staunch supporters that will see that the work gets done. Finding ways to keep those innovative and hard working individuals positive and motivated really can help keep things moving. 

What advice would you give to a friend who is going through change in their workplace? 

KS: Decide what is important to you and be your own advocate. No one will ever care more about your career than you do.

JP: Listen, ask questions, seek other perspectives, mentor those who seek your advice.  Be a leader in the changing environment.  

KNM: Communicate as much as possible. Reach out to people to have conversations about the changes and ask them about what unknowns are worrisome and try to figure out how those could be addressed. 

What does success look like even during times of transition when new goals replace the old or emerging initiatives are still developing focus? 

JP:  Success reveals itself in many forms and how success is seen is not one-size-fits-all.  New goals also take many forms and not all will be internalized and supported by everyone.  This is a time for leaders to come forward and apply their critical thinking and communications skills to make change happen in a positive way.

KNM:  Workplace morale can often be an indicator of successful progress. We don’t need to have all the answers; getting to them is by nature an iterative process. When people are actively engaged in generating new ideas and vision, solving problems, and finding ways around the road bumps, they can feel a sense of collective purpose that bolsters morale.  

About the Authors: 

Kelly Norris Martin, Ph.D., was recently named Interim Dean of the College of Liberal Arts prior to serving as associate dean and  professor in the School of Communication. Her research focuses on communication in the disciplines, workforce education, and visual communication analysis. She is a principal investigator  on a Teagle Foundation Cornerstone grant with the NEH and a co-PI on NSF-funded projects that examine the skills that help U.S. college students succeed and increase employer competitiveness.  Dr. Martin is a co-founder of RIT’s Expressive Communication Center and a past recipient of the Richard and Virginia Eisenhart Provost's Award for Excellence in Teaching and the Provost’s Innovative Teaching with Technology Award. She is also the editor of the Graphic Design Chapbook Series for RIT Press.

Joyce Pratt is an experienced executive who served in the national security community for nearly 40 years and has held senior positions within the private sector, the United States Congress, and the Central Intelligence Agency in roles such as Congressional Fellow (1986) in both the United States House of Representatives and the United States Senate; professional staff member of the House Permanent Select Committee on Intelligence, supporting the Chairman; and CIA Comptroller, where she was responsible for developing programmatic resource strategies, formulating the CIA budget and working directly with myriad congressional oversight committees. Ms. Pratt holds a Bachelor of Arts degree in Slavic Languages and Literature from Indiana University. 

Kristine Simmons ‘90 owns Rose Communication and Coaching LLC, a consulting firm specializing in government affairs and strategic communication. She spent 20 years as the Vice President for Government Affairs at the Partnership for Public Service, a nonpartisan, nonprofit organization dedicated to building a better government and a stronger democracy. She led the Partnership’s advocacy and policy work on Capitol Hill and has testified before Congress as an expert witness on government effectiveness. Earlier in her career, she worked on Capitol Hill and in the White House. She credits her passion for public service to her time at RIT, where she was inspired by the professors, administrators, and government and community leaders she met through her involvement in Student Government while she pursued a degree in professional and technical communication from RIT’s College of Liberal Arts.