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The authors – members of the Provost’s Faculty Communication Committee – recommend a shift in organizational culture resting on important changes in how communication is managed and enacted between administration and faculty.

The author suggests five critical elements for the process of Academic Futures and suggests a jumping off point and a needed feature of campus communication.

The author describes the course of cultural change being facilitated by the Office of Diversity, Equity and Community Engagement and makes a strong appeal to partners and leaders to help enhance its efforts.

The author makes a case that 91������ can strengthen its role and status as a public university by supporting deep and reciprocal partnerships that use research to advance the public good with community groups, civil society organizations, and public agencies.

The authors cite the need for dialogue as a learning and discovery process and the concurrent need to work with others across campus to help make dialogue a more universal aspect of CU’s classroom experience.