At Pitt, war or not, Russian and Ukrainian cultures share a bond; PITTSBURGH POST-GAZETTE, February 26, 2022

BILL SCHACKNER,  PITTSBURGH POST-GAZETTE; At Pitt, war or not, Russian and Ukrainian cultures share a bond

Immigrants who helped build the 'Steel city' are part of famed Nationality Rooms

[Kip Currier: An uplifting, poignant article, amidst the wrenching scenes emanating from an under-siege Ukraine.

The Nationality Rooms (more aptly, Classrooms) are one of the United States' truly singular treasures -- at the nexus of cultures and education -- and are my favorite place to take visitors, having had the privilege of serving as a Quo Vadis student organization volunteer tour guide for these architectural marvels during my undergraduate years at Pitt.]

"The Russian room, dedicated in 1938, and the Ukrainian room, dating to 1990, are historical treasures. But just as important, they are functioning classrooms at the University of Pittsburgh — part of the Cathedral of Learning's 31 famed Nationality Rooms.

Built on ethnic pride and donations, the rooms honor immigrants whose labor in the steel mills helped make Pittsburgh what it is today. In that, the two Eastern European communities share a deep bond.

Only now, Russia has invaded Ukraine and the countries are at war. Pitt undergraduates who routinely sit in these rooms taking classes that have nothing to do with geopolitics find themselves surrounded by trappings of cultures now locked in bloody conflict.

Time will tell if Pitt can turn all that into a teachable moment.

The rooms, like the people whose contributions built them, have always been about advancing understanding globally across cultures, said Kati Csoman, director of Pitt’s Nationality Rooms.

"They are intended to be spaces of, really, timelessness and cultural values," she said. "These are volunteers who have worked hard to raise funds for scholarships."

The Nationality Rooms are located on the first and third floors of the Cathedral, one of the world’s tallest classroom buildings, 42 stories high, its summit visible for miles beyond the sprawling Oakland campus. The massive Indiana limestone structure was opened in 1936 after a decade of construction.

Then-Chancellor John Bowman wanted to harness the enthusiasm of immigrant mill workers by establishing classrooms that would honor their traditions and inspire their children to seek a college education. That idea became the Nationality Rooms."

Don’t Let the Pandemic Sink Your Company Culture; Harvard Business Review (HBR), August 17, 2020

Jenny Chatman

 and 

Francesca Gino

,  Harvard Business Review (HBR); Don’t Let the Pandemic Sink Your Company Culture

"3. Model transcendent values. When the pandemic started, leaders of &pizza, a Washington, D.C.-based pizza chain that serves creative, oblong pies, decided this would be the perfect moment to leverage their culture. As they told one of us (Francesca), their founding philosophy was “doing good while being good” — to both serve and reflect the communities where their shops are located.

The leaders of &pizza created an initiative in March 2020 to provide free pies to health workers in hospitals dealing with Covid-19 patients. And recognizing how the pandemic might strain their own “tribe” (i.e., its employees), they raised workers’ hourly pay and increased their benefits — for instance, they offered free access to Netflix and paid for their travel to work. The company also gave employees who wanted to join protests after the killing of George Floyd paid time off. The company has retained 90% of its employees, and the 10% who left are mainly people who asking to be let go because of personal reasons. (Before the pandemic, its normal turnover rate was 10%.)

It is very likely that your organization has already adapted more quickly and effectively during the pandemic than you ever thought possible. Build on that progress by communicating that accomplishment to your employees and instituting the practices we’ve described. Doing so will almost certainly strengthen your culture — one that will help your organization better contend with whatever lies ahead."

Murder (or not) at the Library of Congress?; Washington Post, 10/31/16

David Post, Washington Post; Murder (or not) at the Library of Congress? :

"In any complex organization, it’s crucial for senior management to be unified in their understanding of the organization’s mission and how that mission can best be accomplished. It seems fairly basic that any new leader is entitled to expect, at a minimum, that all of the members of her management team actually want to be part of the organization — that they see a future for themselves and their staffs in the organization. In the academic world, where I spend most of my time, everyone expects a new university president to make major, senior-level personnel changes when he or she takes the helm. Sometimes those changes come quickly — as when there is a sharp divergence of views on a matter central to the shape and identity of the institution. Sometimes they come more slowly, as time reveals more subtle conflicts or incongruities between a given administrator’s approach to his or her job and the new president’s vision for the future of the institution. Always, however, personnel changes come. They’re a normal and healthy part of institutional evolution, even if they produce some short-term disorientation.

We’ll likely never know the details of Pallante’s departure from her job. I’ll go out on a limb and suggest that the logical explanation is probably the actual one."