Abstract
Keywords
International Council on Hotel, Restaurant, and Institutional Education (International CHRIE) has played a pivotal role in my professional and personal development, like it has done so for many others in our discipline. On its 75th birthday, I am delighted to reflect back on my close association with International CHRIE. Our academy has and continues to change to become stronger each year. Yes, I truly do believe this to be true! I also believe each one of us can and needs to be part of this change. My own engagement with ICHRIE started with the desire to bring about change. However, I did not really know whether I could do so, and how?
It was during one of those meetings as a graduate student with my advisor Dr. Michael D. Olsen that I bought up the topic of ICHRIE and asked, “How can there be changes at ICHRIE?” Those who recall Mike Olsen will relate to the response I got. He said, “Get involved, and change things yourself!” And so, I slowly got involved at ICHRIE, first through the Research Academy, then as Chair of the Symposium Review Committee, through the research round table, and then on the ICHRIE Board, first as Director of Research (two terms), and then as vice president, and president. I have had many friends and mentors at ICHRIE, and it will be impossible to include each of them in this short narrative without going over the word limit. All of them have advised and supported me, and showed me the path to get engaged with ICHRIE so I could be part of the changes I had considered during those early conversations with Dr. Olsen.
However, it was not easy to bring about those changes and additions. That was no fault of ICHRIE, but it was more a responsibility on me to frame the change appropriately, find the support of colleagues to buy into my point of view, and then bring together others who would be part of implementing the change. I realized quickly there were no shortcuts, there was no blazing through a change riding all high and mighty, and I could not simply put aside colleagues who genuinely disagreed with my ideas. The framing of change had to be positive; it had to be about ICHRIE and all its members. There is great value in inclusiveness at ICHRIE. I realized that firsthand when thinking through my ideas. Even when the framing is perfect, oftentimes the message can get lost, and worse misunderstood. Therefore, communicating that framing directly to colleagues was critical. I saw the value in talking directly with colleagues, not just the ones who agreed with me, but the ones who disagreed. Whether we agreed or not, the idea was to continue working together, and try another time when the opportunity presented. Timing was critical; sometimes I got it right, and oftentimes I simply had to understand that it was not the right time for the idea. During those times, I had a choice of either giving up the idea or planting the seeds so that sometime in the future we could get to it as an organization, either through my continued involvement or through those succeeding me. And so, oftentimes it was sufficient to even have the parts of the idea approved and implemented to get the process started. I also learned that change at ICHRIE can often be incremental; that is fine as long as we keep at it!
While I am weary of lists (as they risk leaving out an important item), I would like to sum up my experience of bringing about changes at ICHRE as follows:
Realizing that my right to complain about “our” organization (ICHRIE) also comes with the responsibility of being part of the change that will address the criticism.
Appreciating that framing change is important, how it could improve ICHRIE.
Understanding that inclusiveness at ICHRIE is vital. Our diversity is our strength.
Communicating with each other, even when we disagree, is not only important but often the key to bringing about the changes we so desire at ICHRIE.
Learning that even though we want the changes today, we should be ready to see the long-term perspective for such changes to occur. Incremental change has its own value and can ensure our organization stays vibrant over time.
At the last Board of Director meeting as ICHRIE president, I shared two thoughts with my colleagues: First, that ICHRIE is “our” organization; it belongs to us, its members. We need to take ownership of it, or to delegate that ownership to another. Ultimately that is our responsibility, and our decision, whether at a moment in time, or over several years. So, let us stay aware, informed, and alert.
Second, our organization will be a reflection of our collective thoughts and actions. Let us make sure that our thoughts are well represented on the Board, and that our actions lead as examples of what we want ICHRIE to be. I am grateful that I had the honor of serving ICHRIE in the past, and I am looking forward with excitement to continue doing so in the future. In this process, if I can bring newer colleagues into this journey, then I will have fulfilled my responsibility to pass the baton to those following me. ICHRIE’s best times are ahead for all us to be part of this incredible academy.
