Category Archives: community of practice

Thoughts on: The Dynamics of Social Practice; Chapter 6 Circuits of Reproduction (Shove et al, 2012)

This chapter seemed to take forever to work through, possibly because a bit of life stuff came up in the interim but it’s also at the more complex end of the discussion. It concludes the overall examination of the dynamics of social practice and in some ways felt like a boss level that I’d been working up to. Most of the chapter made sense but I must confess that there is a page about cross-referencing practices as entities that I only wrote “wut?” on in my notes. Maybe it’ll make more sense down the road.

The good news is that there was more than enough more meaningful content in this chapter to illuminate my own exploration of practices in my research and it sparked a few new stray ideas for future directions. There’s a decent summary near the end of the chapter that I’ll start with and then expand upon. (The authors do great work with their summaries, bless them)

In this chapter we have built on the idea that if practices are to endure, the elements of which they are made need to be linked together consistently and recurrently over time (circuit 1). How this works out is, in turn, limited and shaped by the intended and unintended consequences of previous and co-existing configurations (circuit 2). Our third step has been to suggest that persistence and change depend upon feedback between one instance or moment of enactment and another, and on patterns of mutual influence between co-existing practices (circuit 3). It is through these three intersecting circuits that practices-as-entities come into being and through these that they are transformed. (p.93)

So let’s unpack this a little. There are a number of reciprocal relationships and cycles in the lives of practices. The authors discuss these in two main ways – through the impact of monitoring/feedback on practices (both as individual performances and larger entities) and also by cross-referencing different practices (again as performances and entities)

Monitoring practices as performances

A performance of a practice will generate data that can be monitored. It might be monitored by the practitioner (as a part of the practice) and it might also be monitored by an external actor that is assessing the performance or the results/outputs. (This might be in an education/training context or regulatory or something else). This monitoring then informs feedback which improves/modifies that performance and/or the next one/s and so the cycle continues. In some way, potentially, in every new performance, the history of past performances can help refine the practice over time.

This isn’t all that evolves the practice; materials, competences and meanings play their part too, but it is a significant factor.

Monitoring, whether instant or delayed, provides practitioners with feedback on the outcomes and qualities of past performance. To the extent that this feeds forward into what they do next it is significant for the persistence, transformation and decay of the practices concerned… self-monitoring or monitoring by others is part of, and not somehow outside, the enactment of a practice (what are the minimum conditions of the practice?) is, in a sense, integral to the performance. Amongst other things, this means that the instruments of recording (the body, the score sheet, the trainee’s CV) have a constitutive and not an innocent role. (p.83-4)

So far, so good. This also makes me think that many practices are made up of elements or units of practice – let’s call them steps for simplicity. The act of monitoring is just another step. (This does take us into the question of whether it is a practice or a complex/bundle of practices – like driving is made up of steering, accelerating, braking, signalling etc – but nobody says they’re going out accelerating)

Monitoring practices as entities

Looking at a practice as an entity is to look much more at the bigger picture of the practice.

the changing contours of practices-as-entities are shaped by the sum total of what practitioners do, by the variously faithful ways in which performances are enacted over time and by the scale and commitment of the cohorts involved. We also noticed that practices-as-entities develop as streams of consistently faithful and innovative performances intersect. This makes sense, but how are the transformative effects of such encounters played out? More specifically, how are definitions and understandings of what it is to do a practice mediated and shared, and how do such representations change over time (p.84)

An interesting side-note when considering the evolution of practice is the contribution of business. This example was in a discussion of snow-boarding

As the number of snowboarders rose, established commercial interests latched on to the opportunities this presented for product development and profit (p.85)

This ties back to the influence of material elements (new designs and products in this case) on shaping a practice.

Technologies are themselves important in stabilising and transforming the contours of a practice. In producing snowboards of different length, weight, width and form, the industry caters to – and in a sense produces – the increasingly diverse needs of a different types of user… Developments of this kind contribute to the ongoing setting and re-setting of conventions and standards. (p.85)

This in turn brings up back to one of the other key roles played by monitoring (and feedback) in terms of practices as entities, which is describing and defining them. The language that is used to describe a practice and its component parts and also to define what makes good practice is of vital importance in determining what a practice is and what it becomes.

…if we are to understand what snowboarding ‘is’ at any one moment, and if we are to figure out how the image and the substance of the sport evolves, we need to identify the means by which different versions of the practice-as-entity relate to each other over time. Methods of naming and recording constitute one form of connective tissue. In naming tricks like the ollie, the nollie, the rippey flip and the chicken salad, snowboarders recognise and temporarily stabilize specific moves. Such descriptions map onto templates of performance- to an idea of what it is to do an ollie, and what it means to do one well… in valuing certain skills and qualities above others, they define the present state of play and the direction in which techniques and technologies evolve. (p.85)

So clearly, monitoring and description and standardisation/regulation and the dissemination of all of this is hugely important on practices. Interestingly, a Community of Practice for TEL edvisors that I’ve started recently had our first webinar yesterday looking at the different standards that Australian universities have for online course design. It probably merits a blog post of its own but I guess it’s a good example of what needs to happen to improve Technology Enhanced Learning and Teaching practices.

The final piece of the puzzle when it comes to monitoring – which ties back to our webinar nicely once more – is mediation.

Describing and materializing represent two modes of monitoring in the sense that they capture and to some extent formalize aspects of performance in terms of which subsequent enactments are defined and differentiated. A third mode lies in processes of mediation which also constitute channels of circulation. Within some snowboarding subcultures, making and sharing videos has become part of the experience. These films, along with magazines, websites and exhibitions, provide tangible records of individual performance and collectively reflect changing meanings of the sport within and between its various forms. Put simply, they allow actual and potential practitioners to ‘keep up’ with what is happening at the practice’s leading edge(s) (p.86)

I find the fact that monitoring/documenting and sharing the practice is considered an important part of practice quite interesting. Looking at teaching, I’ve tried to launch projects to support this in teaching but management levels have not seen value in this. (I’ll just have to persevere and keep making the argument).

There’s another nice description of the role of standards

…standards, in the form of rules, descriptions, materials and representations, constitute templates and benchmarks in terms of which present performances are evaluated and in relation to which future variants develop (p.86)

The discussion of the role of feedback notes that positive feedback can be self-perpetuating, in “what Latour and Woolgar refer to as ‘cycles of credibility’ (1986). Their study of laboratory life showed how the currencies of scientific research – citations, reputation, research funding – fuelled each other. In the situations they describe, research funding led to research papers that enhanced reputations in ways which made it easier to get more research funding and so on” (p.86)

Ultimately, feedback helps to sustain practices (as entities) by keeping practitioners motivated.

At a very basic level, it’s good to know you are doing well. Even the most casual forms of monitoring reveal (and in a sense constitute) levels of performance. In this role, signs of progress are often important in encouraging further effort and investment of time and energy (Sudnow, 1993). The details of how performances are evaluated (when how often, by whom) consequently structure the careers of individual practitioners and the career path that the practice itself affords. This internal structure is itself of relevance for the number of practitioners involved and the extent of their commitment (p.86)

Cross-referencing practices-as-performances

The act of participating in a performance of a practice means that it has been prioritised over other practices – the time spent on this performance is not available to the others.

…some households deliberately rush parts of the day in order to create unhurried periods of ‘quality’ time elsewhere in their schedule. In effect, short-cuts and compromises in the performance of certain practices are accepted because they allow for the ‘proper’ enactment of others (p.87)

Shove et al examine the importance of time as a tool, a coordinating agent that helps in this process. In a nutshell, it is a vital element of every practice and shapes the interactions between practices (and also practitioners). They move on to explore the change from static ‘clock-time’ to a more flexible ‘mobile-time’. Their argument is essentially that our adoption of mobile communication technologies (i.e. smart phones) is giving us a more fluid relationship with time because we can now call people on the fly to tell them that we are running late.

However some commentators are interested in the ways in which mobile messaging (texting, phoning, mobile emailing) influences synchronous cross-referencing between practices (p.88)

I’ll accept that mobile communication is changing the way we live but I’m not convinced that it is having the impact on practices that the authors suggest. Letting someone know that you’re running late particularly doesn’t change what is to be done, it just pushes it back. Perhaps letting someone know of a change of venue has more impact, in that it would allow a practice that might not otherwise have occurred to do so, but this doesn’t strike me as something that would happen regularly enough to change our concepts of time or practice.

The authors express this somewhat more eloquently than I:

But is this of further significance for the ways in which practices shape each other? For example, does the possibility of instant adjustment increase the range of practices in which many people are involved? Does real-time coordination generate more or less leeway in the timing and sequencing of what people do? Are patterns of inattention and disengagement changing as practices are dropped or cut short in response to news that something else is going on? Equally, are novel practices developing as a result? In thinking about these questions it is important to consider how technologies of ‘micro’-coordination relate to those that operate on a global scale (p.89)

Another significant idea that this generated for me was that the things that we do shape our world because we design and modify our world to suit the things that we do. This then may change our ability to do those things and we enter a cycle where practice shapes environment shapes practice etc.

Or as the authors put it:

we have shown that moments of performance reproduce and reflect qualities of spacing and timing, some proximate, some remote. It is in this sense that individual practices ‘make’ the environments that others inhabit (p.89)

I guess then, the real question is how we as TEL edvisors can make this work for us.

Cross-referencing practices-as-entities

This is the section that lost me a little but parts made sense. It’s something to do with the way that separate practices might be aggregated as part of a larger issue – such as eating and exercise both sit within this issue of obesity. Clearly obesity isn’t a practice but it does encompass both of these practices and creates linkages that wouldn’t necessarily otherwise be there. This happens in part by tying in monitoring and creating a discourse/meaning attached to them all.

The authors refer to this combination of the discourse and the monitoring via measurement technologies as “epistemic objects, in terms of which practices are conjoined and associated, one to another” (p.92). (And arguably monitoring and discourse create their own cyclical relationship)

They move on to expand the significance of the elements of a practice (material, competence and meaning),

this time viewing them as instruments of coordination. In their role as aggregators, accumulators, relays and vehicles, elements are more than necessary building blocks: they are also relevant for the manner in which practices relate to each other and for how these relations change over time. (p.92)

Writing and reading – as competences rather than practices I guess – occupy a vital space here in terms of the ways that they are vital in the dissemination of practices, meanings and techniques.

They discuss two competing ideas by other scholars in the field (Law and Latour) that posit that either practices need elements to remain stable for significant periods of time to allow practices to become entrenched or that they benefit from changes in the elements that enable practices to evolve. I don’t actually think that these positions are mutually exclusive.

Other thoughts

I jotted down a number of stray thoughts as I read this chapter that don’t necessarily tie to specific sections, so I’ll just share them as is.

Is a technology a material or does it also carry meanings and competences?

Does research culture/practice negatively impact teaching practice? Isolated and competitive – essentially the antithesis of a good teaching culture.

Does imposter syndrome (in H.E. specifically) inhibit teachers from being monitored/observed for feedback? Does rewarding only teaching excellence inhibit academic professional development in teaching because it stops people from admitting that they could use help. Are teaching excellence awards a hangover from a research culture that is highly competitive?
What if we could offer academics opportunities to anonymously and invisibly self assess their teaching and online course design? 

Is Digigogy (digital pedagogy) the ‘wicked problem’ that I’m trying to resolve in my research – in the same way that ‘obesity’ is an aggregator for exercise and eating as practices? I do like ‘digigogy’ as an umbrella term for TEL practices.

Where do TEL edvisors sit in the ‘monitoring’ space of TEL practices?

This ‘epistemic objects – cycle of monitoring/feedback and discourse’ is probably going to play a part in my research somehow. Maybe in CoPs.

So what am I taking away from this?

I guess it’s mainly that there are a lot of different ways in which practices (and performances of practices) are connected which impact on how the evolve and spread. Monitoring and feedback – particularly when it is baked into the practice – is a big deal. The whole mobile time thing feels like an interesting diversion but the place of technology (and what exactly it is in practice element terms) will be a factor, given that I’m looking at Tech Enhanced Learning. (To be honest though, I think I’m really looking at Tech Enhanced Teaching)

In specific terms, it seems more and more like what I need to do is break down all of the individual tasks/activities that make up the practice of ‘teaching’ – or Tech Enhanced Learning and Teaching – and find the cross-over points with the activities that make up the practice of a TEL edvisor. I think there is also merit in looking at the competition between the practices of research for academics and teaching, which impacts their practice in significant ways.

On now to Chapter 7, where the authors promise to bring all the ideas together. Looking forward to it.

 

 

 

 

 

 

 

 

Thoughts on: The Dynamics of Social Practice: Everyday life and how it changes – Chapter 4 (Shove, Pantzar and Watson, 2012)

Chapter 4 of The Dynamics of Social Practice takes us from the ways that the elements of practices circulate, emerge and disappear to the people that ‘carry’ these practices and some of the reasons that they pick them up and abandon them (or defect from them, to use the preferred terminology of the authors).

After my post on Chapter 3 came in at 3000+ words and took a day and a half to write, I thought I’d look for a new approach for this post. So here’s my mindmap of core concepts that I’m hoping will help me take a bit more of a top down view.

Chapter 4 mindmap

Something that I’ve felt was missing in discussion of practices up until now was the human element, the practitioners. The authors, taking a practise-centric perspective unfortunately refer to practitioners as carriers, which I kind of get from that viewpoint but it still feels wrong. Putting this quibble aside, the authors do identify some valuable issues when it comes to the spread of practices in relation to people, not the least of which being that inequalities of opportunity and access can play a significant role in who becomes a practitioner.

Rather than asking how social and material inequalities restrict the potential for one or another practice to develop, should we not also think about their impact on individual lives and the chances that people have?… It is so in that the chances of becoming the carrier of any one practice are closely related to the social and symbolic significance of participation and to highly structured and vastly different opportunities to accumulate and amass the different types of capital required for, and typically generated by participation (p.61)

The authors lean heavily on Bourdieu here, who I’m yet to really dip into but from what I’ve seen of his work, I think we’re on the same page.

Shove et al discuss the importance of pre-existing networks (and communities of practice) that expose practitioners to new practices. In this particular instance, they frame the discussion in terms of the emergence of the Punk movement.

…critical features, like the diameter of the circle and the density of links within it, proved to be important in allowing rapid interaction between members, establishing patterns of mutual obligation and enabling a productive concentration of energy and effort. The same arrangements that allowed punk practices to emerge also enabled them to take hold and diffuse. In effect, the networks through which punk came into being, and through which its carriers were recruited, were formed by previous interests and affiliations. This suggests that new and emerging practices exploit connections forged and reproduced by practices that co-exist or that went before. Needless to say, these links are not randomly distributed but, in the case of punk, neither were they configured by intent. (p.62)

There’s further discussion later in the chapter about the way that people can belong to multiple communities of practice and that practices can spread between these communities. It’s the last sentence of the quote above though that makes me think the most about how we can make use of these networks to spread new practices. It seems as though working with existing networks might be far more effective than trying to start new ones from scratch. This seems to create challenges in my research, where the nature of academia seems to be that it is regarded as a solitary practice and I’m not sure what these existing networks might be. Hopefully it’s just that it’s harder rather than impossible.

In looking at the work of Brown and Duguid on Communities of Practice, the authors note that “the ties and connections through which practices develop and circulate, and by means of which they reach and capture new recruits, do not necessarily map onto organisational or institutional structures” (p.62) 

I’ve certainly found this to be the case in my workplace, which is why I’ve made a significant effort to connect with my colleagues across colleges and other institutions based on our work types and backgrounds.

Drawing on the work of Wenger, the authors go further, noting that

if communities of practice are born of the experience of doing, they cannot be willed into existence or designed from afar. But it is also puzzling. If communities are defined by the practices in which members engage, can they also act as conduits through which the practices flow? (p.63)

There is also a tipping point where practices are so widespread that surrounding elements (materials, meaning) help to reinforce them.

Where practices are widespread within any group or society, the chances encounter are that much higher. And in situations where participation is simply expected, recruitment follows as a matter of course. There are, in addition, instances in which people are required to adopt or refrain from certain practices by law. There are no laws about showering on a daily basis but the practice has become embedded through material and not only social networks. As a result, people are, in a sense recruited to showering by the design of the bathroom and the products on sale, as well as by the expectations of family and friends (Burke, 1996) (p.63)

This echoes sociomaterial theory, as far as I can see.

Once someone has been exposed to a practice and been recruited to it, the next logical step – if the practice is right for them – is that it becomes part of their ‘career’. They progress from a novice practitioner through a range of performances of the practice, often in the company of other practitioners, to mastery of it. At some point they might even adopt it into their identity, so that they become a full practitioner – like a ‘jazz musician’ or a ‘drugtaker’ – probably both in that specific instance. (oooh, 50’s zinger)

The practicalities of becoming what Lave and Wenger (1991) refer to as a ‘full practitioner’ and the sequences and stages involved vary from one practice to another. This is relevant in that at any one moment, a practice will be populated and carried by people with different degrees of experience and commitment. (p.65)

Shove et al take a brief sidestep at this point to consider the ‘career’ of a practice itself. At times, it feels like they’re trying to be a little too cute/clever with language but I can also see what they’re getting at. It’s essentially the evolution of the practice over time. They discuss the fact that you might expect novices to be try to bend or break a practice with new ideas and approaches, given their lack of reverence for the history of the practice but find that it just as often (if not moreso) tends to be more those that have achieved mastery that are the most at ease with changing things. This makes sense to me, in that you need to know the rules before you can break them. It does suggest that it’s useful to maintain a certain flexibility or fluidity in the definition of a practice, as there will always be changes and permutations as it ages.

The impact of these changes in practices on their associated communities of practice can be significant and amplify the changes – which sometimes then change the communities

Outside the realm of formal organisation, and sometimes within it too, evolving practices routinely change the margins of relevant networks and the scope of who they do and do not include. As snowboarders split away from skiers, new communities of practice formed. Similarly, when practices diffuse through social hierarchies, for instance as people emulate those of higher status, the meaning of participation changes; an influx of new recruits often leads to the exit of others…Patterns of participation matter not only for who gets the opportunity to do what, but for who it is that shapes the future of a practice, and for how individuals are shaped by the experience  (p.66)

The final section of this chapter looks at what happens (and how and why) when practices collapse and experience large scale defections.

Schatzki suggests that judgements about whether practices have died or merely been transformed should reflect the extent and character of change. He provides the following guidance: ‘where multiple mutations are accompanied by continuities in other components, a practice lives on’, but ‘when changes in organisation are vast or wholesale, or a practice’s projects and task are simply no longer carried out, former practices expire’ (2002: 244) (p.67)

They identify three key pathways that reflect change in practices; innovations, fads and fashions.

An innovation is simple – it merely renders a previous practice redundant or inferior. In the UK in the 1950s, 40% of journeys were made by bicycle but over subsequent decades and car culture grew, this shrank to just a few percent.

Fads seemingly spring from the air, recruit a lot of people very quickly but then disappear just as quickly. Shove et al identify three key reasons that fads fail as ongoing practices and use hula-hooping to illustrate their points. The first is that they often lack the depth needed to give people ‘internal reward’ – otherwise known in gamification circles as intrinsic motivators. Once someone has mastered the basics of hula-hooping, there’s little to progress onto and no other practices that connect to the skills that have been developed, such as one might find in gardening or cooking. So there’s also little connection to social meaning or other practices, all three factors making sustainability hard.

To put this observation the other way around, practices are, perhaps ironically, better able to retain commitment when they afford scope for innovation… These interpretations suggest that mass defection is possible, and perhaps even likely, where practices are not consistently internally rewarding, not laden with symbolic significance and not enmeshed in wider networks (p.68)

Fashions though tend not to lead to significant defections or adoptions because they do little in terms of changing underpinning meanings or practices.

Fashions are different in that they are characterized by cyclical processes of substitution: last year’s model is replaced by this year’s design, but in the end and at the level of practice, nothing really changes (p.67)

When examining defection/recruitment, Shove et al are careful to make the point that these things are not necessarily just ‘two sides of the same coin’. The relationship can be more complex than this. Looking at the rise of Internet use in the 1990s, researchers were concerned that the hours being spent were replacing family/social time, without recognising that part of people’s family/social practices were now just being done online.

While it isn’t mentioned in this book, there is a model used to describe change in Education Technology – SAMR. (Substitution, Augmentation, Modification, Redefinition). This seems as though it could be valuable in the way that we discuss social practice theory and particularly changes when looking at TELT practices. I’m not 100% sure how yet but it’s there.

Shove et al raise an interesting question without an answer – in fact it seems virtually impossible to realise but could be highly enlightening.

…what if there were some means of assessing the rates at which individual practices are changing, and hence the relative ‘plasticity or rigidity (lock-in) of the interlocking systems of practice of which society is composed’ (Shove, 2009: 30) …Should such a thing as a societal index of practice transformation exist, it might indicate that certain domains of daily changes are moving more quickly, or are more dynamic than others. It might show that some such changes are necessarily synchronized, or cumulative, and that others are not. As they go about their daily lives, people are unknowingly engaged in reproducing and enacting multiple and varied cycles of change, simultaneously shaping the lives of practices and being shaped by them. (p.69)

I honestly don’t even know where you’d start with this, it seems to operate as such a large scale. Would we measure the number of participants? The complexity of their practices? (This might be achievable across a limited set of practices in TELT perhaps.)

The authors conclude this chapter by noting that our identities and careers shape the practices that we join. They refer to the work of Pred , who sees our lives as revolving around

a handful of ‘dominant projects’, these being inter-linked practices that in combination ‘require that participating individuals expend their labour power or in some other way engage themselves in activity in a given manner, at a given time and place (Pred, 1981: 16) (p.70)

So what have I drawn from this overall and what can I bring into my research? The point about the challenges of imposing a community of practice from above rather than working with existing networks is well taken however one of the challenges that I’m encountering in universities is that those networks of teaching practice are non-existent or hidden. Research is the primary focus of a university – I guess I should say this university as it is an ‘elite’ one – and research is seen as a solitary process, in this school at least. Less so in sciences I’d imagine.

The idea of a career path both for the practitioner and the practice itself is also interesting – I have a feeling that when it comes to TELT practices that this might not necessarily align with the position/status of the academics, so that feels like an area of sensitivity. Fostering and supporting fluidity in the definition of the practice makes sense and so does encouraging innovation.

Fads are something that we’re plagued with in TELT and these frequently come down from on high – MOOCs for example. These are more connected to existing practices and networks though, so maybe fashions is a more accurate term.

The transfer of practices through the multiple communities of practice that practitioners are connected to also makes a lot of sense and I’m sure there must be ways to better make use of this.

(Drawing a mindmap of this chapter was actually a really useful idea – way to go brain)

Finally I guess the question of access and opportunities to engage in practices is certainly something important in my work with TELT practices.

Lots to think about but I’m really enjoying this book.

 

 

 

 

 

Thoughts on: Exploring factors that influence adoption of e-learning within Higher Education (King & Boyatt, 2015)

This is a big post because it is about a journal article that covers some of the core issues of my thesis in progress. I’ve spent far longer looking over, dissecting and running off on a dozen tangents with it than I had expected. My highlights and scrawled notes are testament to that.

scrawled notes

In a nutshell, King and Boyatt attribute the success (or otherwise) of adoption of e-learning in their university to three key factors. Institutional infrastructure, teacher attitudes and knowledge and perceived student expectations. This seems like a reasonable argument to make and they back it up with some fairly compelling arguments that I’ll expand on and provide my own responses to shortly.

They use this to generate a proposed action plan which includes a coherent and detailed university level e-learning strategy – which includes adequate resourcing for technological and pedagogical support, academic development training, leadership, guidance, flexibility and local autonomy. Everything that they propose seems reasonable and sane yet (sadly) quite optimistic and ambitious. From their bios, I think that the authors aren’t teachers themselves but education advisors like myself but the perspective put forward in the article is very clearly from an academic’s perspective. (Well, 48 academics from a range of discplines, ages and years of teaching experience.) All the same, there were more than a few occasions when I read the paper and thought – “well it’s fine to suggest communities of practice (or whatever) but even when we do set them up, nobody comes more than once or twice”.

I guess the main difference between this paper and my line of thinking in my research is that I want to know what gets in the way, and I didn’t get enough of that here. I also found myself thinking a few times that this kind of research needs to avoid falling into the trap of forgetting that teaching is only one (often de-prioritised, depending on the uni culture) part of an academic’s practice and we need to factor in the impact that their research and service obligations have on their ability to find time to do this extra training. To be completely fair though, the authors did recognise and note this later in the paper, as well as the fact that the section on perceived student expectations was only that – perceptions – and not necessarily a true representation of what students think or want. So they propose extending the study to include students and the university leadership, which seems pretty solid to me and helps to strengthen my personal view that this is probably a thing I’ll need to do when I start my own research. (I’m still in proposal/literature review/exploration swampland for now). To this I would probably add the affordances of the technology itself and also the Education Advisor/Support staff that can and would help drive much of this.

This paper sparked a number of ideas for me but perhaps the most striking was the question of what are the real or main reasons for implementing e-learning and TELT? Is it simply because it can offer the students a richer and more flexible learning experience or is it because it makes a teacher’s life easier or brings some prestige to a university (e.g. MOOCs) or (in the worst and wrongest case) is perceived as a cost-saving measure. There is no reason that it can’t be all of these things (and more) and that makes a lot of sense but some of the quotes from teachers in the article do indicate that they are more motivated to adopt new tools and teaching approaches if they can see an immediate, basically cost-free benefit to themselves. Again, I’m not unsympathetic to this – everyone is busy and if you’re under pressure to output research above all else, it’s perfectly human to do this. But it speaks volumes firstly about the larger cultural questions that we must factor in to explorations of this nature and secondly about the strategic approaches that we might want to take in achieving the best buy in.

From here, I’ll include the notes that I took that go into more specifics and also include some quotes. They’re a little dot pointy but I think still valuable. This is most definitely a paper worth checking out though and I have found it incredibly useful, even if I was occasionally frustrated by the lack of practical detail about successfully implementing the strategies.

 

“In addition, the results suggest that underpinning staff motivation to adopt e-learning is their broader interest in teaching and learning. This implies a bigger challenge for the institution, balancing the priorities of research and teaching, which may require much more detailed exploration” (p.1278)

Glad to see this acknowledged.

This paper focuses on Adoption. What are the other two phases in the Ako paper?
Initiation (a.k.a adoption), Implementation and Institutionalisation
Getting people to start using something is a good start but without a long term plan and support structure, it’s easy for a project to collapse. The more projects collapse, the more dubious people will be when a new one comes along.

Feel like there are significant contradictions in this paper – need for central direction/strategy as well as academic autonomy. Providing people with a menu of options is good and makes sense but that makes for huge and disparate strategy.

The three core influencing factors identified. (How well are they defined?)

Institutional infrastructure
Definition:
Includes: institutional strategy, sufficient resources (to do what?), guidance for effective implementation.

Question of academic development training is framed with limited understanding of the practicalities of implementation. Assumption that more resources can simply be found and allocated with no reciprocal responsibilities to participate.

Support needs identified:
Exploration of available tools and the development of the skills to use them
Creating resources/activities and piloting them
Developing student skills in using the tools
Engaging with students in synchronous and asynchronous activities
Monitoring and updating resources

Unclear over what time frame this support is envisioned. Presumably it should be ongoing, which would necessitate a reconsideration of current support practices.

“Participants suggested the need for a more coordinated approach. A starting point for this would be consideration of how available technologies might be effectively integrated with existing pedagogic practices and systems” (p.1275)

Issues basically boil down to leadership and time/resourcing. Teachers seem to want a lot in this space – “participants in this study reported the lack of a coherent institutional-wide approach offering the guidance, resources and recognition necessary to encourage and support staff.” At the same time, they expect “ongoing consultation and collaboration with staff to ensure a more coherent approach to meet institutional needs” (both p.1277).

If you want leadership but you also want to drive the process, what do you see leadership as providing? I do sympathise, this largely looks more like a reaction to not feeling adequately consulted with however my experience with many consultation attempts in this space is that very few people actually contribute or engage. (This could possibly be a good question to ask – phrased gently – what actions have you taken to participate in existing consultation and collaboration processes in ed tech)

“A further barrier to institutional adoption was the piecemeal approach to availability of technologies across the institution. Participants reported the need for a more coordinated approach to provision of technologies and their integration with existing systems and practices” (p.1277)

Probably right, clashes with their other requests for an approach that reflects the different disciplinary needs in the uni. How do we marry the two? How much flexibility is reasonable to ask of teachers?

Staff attitudes and skills
Definition:
Is this where “culture” lives?

Includes:
“including their skills and confidence in using the technology” (p.1275)

“A key step for broadening engagement is supporting staff to recognise the affordances of technology and how it might help them to maintain a high-quality learning experience for their students.

[teacher quote] There’s a lot of resistance to technology but if you can demonstrate something that’s going to reduce amount of time or genuinely going to make life easier then fine” (p.1275)

Want to know more about the tech can do – a question here is, for who. Making teaching easier or making learning better? Quote suggests the former.

What about their knowledge of ePedagogy? (I need to see what is in the Goodyear paper about competencies for teachers using eLearning. Be interesting to compare that to the Training Packages relating to eLearning too)

A big question I have, particularly when considering attitudes relating to insecurity and not knowing things – which some people will be reluctant to admit and instead find other excuses/reasons for avoiding Ed Tech (”it’s clunky” etc) – is how we can get past these and uncover peoples’ real reasons. It seems like a lot of this research is content to take what teachers say at face value and I suspect that this means that the genuine underlying issues are seldom addressed or resolved. There are also times when the attitudes can lead to poor behaviour – rudeness or abruptly dropping out of a discussion. (Most teachers are fine but it is a question of professionalism and entitlement, which can come back to culture)

In terms of addressing staff confidence, scaffolded academic dev training, with clear indicators of progress, might be valuable here. (Smart evidence – STELLAR eportfolios – Core competencies for e-teaching and some elective/specialisation units? This is basically rebuilding academic development at the ANU from the ground up)

“The findings highlighted the importance of a pedagogic-driven approach to implementation that supports staff in recognising the potential of technology to add value to students’ learning experiences. While staff recognised that support was available centrally, they suggested that it needed to be more closely tailored to the specific needs of staff and extended to include online guidance at point of need and communities of practice that facilitated sharing between colleagues” (p.1278)

These seems to strengthen the case for college/school level teams. I am well aware that teachers tend not to engage with academic development activities and resources outside their discipline area – which I think is partially tribal because the Bennett literature suggests that there are actually few differences in teaching design approaches from discipline to discipline. This seems like a good area for further investigation. What kind of research has been conducted into effectiveness (or desire for) centralised Academic Dev units vs those at a college level?
Perceived student expectations
Definition: Students expect their online learning world to match the rest of their online experiences.

“One student expectation reported was the availability of digital resources accessible anytime and anywhere: participants suggested that students expected to access all course materials online including resources used as part of face-to-face sessions and supplementary resources necessary to complete assignments.” (p.1276)

Seems like there are a lot of (admittedly informed) assumptions be made of what students actually want by the teachers in this section. Maybe it is reasonable to say that everyone wants everything to be easier. But when does it become too much easier? When they don’t need to learn how to research?

Student need to learn how to e-Learn

“These findings suggest that for successful implementation of e-learning, students need to be supported to develop realistic expectations, an understanding of the implications of learning with technology and skills for engaging in these new ways of learning and make the most out of the opportunities that they present” (p.1277)

Interestingly phrased outcome – DO students need to learn more about the challenges of teaching and/or the mechanisms behind it? Is this just about teachers avoiding responsibilities? It sounds a bit like being expected to study physics or road-building before going for a drive.

“However students confidence with online tools and resources was perceived to vary and the finding suggest that students need to be supported to develop skills to engage effectively with the opportunities that e-learning affords…

It is not clear whether this is an accurate portrayal of student views or whether staff attributed their own views to the students. It would be valuable to ascertain whether this perception is a true representation by repeating the study with students.” (p.1278)

Again, nice work by the authors in catching the difference between student perspectives and teacher assumptions. I guess the important part is that whether the students hold the views or not, the teachers believe they do and this motivates them to use the technology.

Students don’t want to lose F2F experiences and they don’t want eLearning forced upon them when it seems like a cost-cutting measure. They do want (and expect) resources to be available online.

Outcomes

Proposed elearning strategy

“Reflecting on the factors that influenced the adoption of e-learning, participants suggested the need for an institutional strategy that :

Defines e-learning
Provides a rationale for its use
Sets clear expectations for staff and students
Models the use of innovative teaching methods
Provides frameworks for implementation that recognise different disciplinary contexts
Demonstrates institutional investment for the development of e-learning
Offers staff appropriate support to develop their skills and understanding” (p.1277)

I’d add an additional item – Offers staff appropriate support to develop and deliver resources and learning activities in TELT systems.

I have a lot of questions about this strategy – what kinds of expectations are we talking about? Is this about the practical realities of implementing and supporting tools/systems which recognises limits to their affordances? Modelling the use of innovative teaching practices – just because something is new doesn’t mean that it is good. I’d avoid this term in favour of best practice and/or emerging. Is modelling really a valid part of a strategy or would it be more about including modelling/showcasing as one of the activities that will achieve the goals. The goals, incidentally, aren’t even referred to. (Other than the rationale but I suspect that isn’t the intent of that item)

Overall I think this strategy is an ok start but I would prefer a more holistic model that also factors in other areas of the academics responsibilities in research and service. The use of “e-learning” here is problematic and largely undefined. There’s just an assumption that everyone knows what it is and takes a common view. (Which is why TELT is perhaps a better term – though I still need to spend some time explaining what I – and the literature – see TELT as)

Support:
Face to face support complemented by online guidance (in what form?)
Facilitated CoPs to support academics sharing their experiences. (Can we anonymise these?? – visible only to teachers (not even exec). If one of our problems is that people don’t like to admit that they don’t know something, let them do it without people knowing. )

Wider marketing of support services in this space to academics. (I don’t buy this – I think that teachers get over marketed to now by all sections of the university and I’ve sent out a lot of info about training and support opportunities that get no response at all)

Faculty or departmental e-learning champion (Is that me or does it need to be an academic? Should we put the entire focus onto one person or have a community. Maybe a community with identifiable (and searchable) areas of expertise

Big question – how many people use the support that is currently available and why/why not?
My questions and ideas about the paper:

Demographics of the sample reasonably well spread – even genders, every faculty, wide distribution of age and teaching experience as well as use of TELT. No mention of whether any of the participants are casual staff members, which seems an important factor.

It’s fine to look at teaching practices but teaching doesn’t exist in a vacuum for academics. They also have research and service responsibilities and I think it would be valuable to factor the importance of these things in the research. The fact that nobody mentions them – or time constraints – suggests that they weren’t part of the focus group or interview discussions.

My overall take on this – the authors expand on previous work by Hardaker and Singh 2011 by adding student expectations to the mix. I’d think there is also a need to consider the affordances of existing technology (and pedagogy?) and perhaps also a more holistic view of the other pressure factors impacting teachers and the university.

“The findings highlighted the importance of a pedagogic-driven approach to implementation that supports staff in recognising the potential of technology to add value to students’ learning experiences.” (p.1278)

There are a lot of reasons that TELT is actually implemented in unis and while this might be the claim as the highest priority, I would be surprised if it made the top 5. Making life easier for the uni and for teachers, compliance, cost-cutting, prestige/keeping-up-with-the-Joneses and canny vendors all seem quite influential in this space as well. Understanding how the decisions driving TELT implementations are made seems really important.

King, E., & Boyatt, R. (2015). Exploring factors that influence adoption of e-learning within higher education: Factors that influence adoption of e-learning. British Journal of Educational Technology, 46(6), 1272–1280. https://doi.org/10.1111/bjet.12195

STELLAR : A project to gamify academic professional development

stellar logo

One constant in my experience as an education support person over 13 years is that generating excitement about professional development activities relating to teaching and learning can be a challenge. I don’t think this is because teachers aren’t interested in their teaching practice or that they believe that there is nothing more to know (well, in most cases), it’s often just another activity competing for scarce time. Calculations have to be made about the effort vs the reward and often the reward simply isn’t sufficient unless it has been mandated in some way (or offers some kind of formal accreditation – or sandwiches and cake)

Gamification (if you don’t already know) is the practice of using game elements (rules, competition, challenges, winning, points, prizes, badges etc) to motivate behaviour in non-game contexts. It’s been used in commerce for decades (consider frequent flyer programs where you earn points towards rewards and level up to better perks) and it has been explored actively in education for about a decade. (This is separate in some ways to the use of play and games in education, which arguably has been happening for as long as we have had education)

I’ve had an interest in game based learning and gamification for a while now – my previous blog was called Gamerlearner and this is still my “brand” in educational social media. (I switched over to Screenface to be able to focus on wider TELT issues).

I’ve been conscious of the fact that while I’ve been doing pretty good work in supporting TELT in my college, there hasn’t been as much happening in the professional development / academic development space as I would’ve liked. (As a one man team, I’m not going to be too hard on myself about this but it still bugged me).

So a couple of weeks ago, I spoke to our Associate Dean (Education) and launched STELLAR as a pilot. A very very beta-y pilot with a lot of elements really not worked out at all. (This was made clear to participants). The plan is to run the pilot over September and use this experience to design a full scale version to run in Semester 1, 2017. Participants earn points for engaging in a range of professional development activities and the winners get a fancy dinner out.

STELLAR stands for Scholarship of Technology Enhanced Learning, Leadership And Research. To be honest, it’s a slightly clunky backronym designed to work with a stars theme. Because I think people like to be seen as stars, its a nice, easy visual theme and putting stars into teams (which was a goal – even small teams) lets us start talking about constellations. I also like that it means that I get to call myself Starlord in my daily STELLAR emails.

At the half way mark, I’ve got a set of activities in place that academics can use to earn points.
(At some point I want to cluster these to enable collection type activities and rewards. I also plan to map them to Bartle’s player types and a few other things to check that there is a good spread of kinds of activities). These can be found in this Google Doc as well as in a page in the Moodle course that I’m using to house resources, organise groups and track activities.

I’ve been trying to encourage spot activities – e.g. you have 24 hours to upload a scholarly selfie to the Gallery – but so far there hasn’t been much engagement. I’ve been lucky that our central TEL team has been running a “coffee course” over the last week relating to the Flipped Classroom. This involves short learning chunks posted on a blog that take around 10 minutes to complete and include the option to leave a comment. (This idea draws from work by Sarah Thorneycroft at UNE). I’ve been pushing this hard and offering generous points for attending and commenting. I’m happy to say that of the 17 participants in STELLAR, at least six that I know of have signed up and five have been the main posters in the coffee course.

Now that the coffee course is over, I’m mindful of the need to maintain momentum so really have to come up with some further activities to encourage people to engage in. We ran a small (2 people) session on Thursday last week about the new ePortfolio tool that the university has introduced and one of our lecturers that is currently using it was generous enough with her time to share her experiences. Hearing “on the ground” stories from peers makes a huge difference.

In terms of the site itself, I’ve been strongly encouraging team play which requires the use of groups (Constellations) to make the most out of the Moodle functionality. This has been much harder than expected, with most people preferring to play solo. I’ve been asking them to join one person groups and now half of the course is in groups. A major reason for trying to encourage group play (ideally 2-4 max) is to foster greater collaboration and discussion in the schools of the college. I appreciate that academic research can be a very solitary pursuit but teaching doesn’t need to be. For all that I read about Communities of Practice in teaching, the culture in my college just doesn’t seem interested yet – particularly at any kind of scale. (As the old saying goes, our university is 70 schools united by a common parking problem)

I’ve set up a leaderboard which is group based only and also set up visible topics that are only accessible by group members but the hold-outs haven’t budged. (These are also the people that have tended to engage less with the course in these first two weeks – in fairness, this has also been the mid-semester break when a lot of marking is done as well as organising applications for research grants). I’m a little conflicted about what to do with this – I’ve made it clear that if people want to play solo it’s fine but it would help if they were attached to a team. As an admin I can just put them in teams but given that “play is a voluntary activity” (Whitton, 2014, p.113), I’m hesitant to force behaviour. (Which isn’t to say that I’m not using game based strategies – fear of missing out and nagging/feedback – to encourage it)

One lecturer – who generally has been engaging – mentioned to me last week that he wasn’t sure what he is meant to be doing. While I’ve been sending out regular emails, they have perhaps been less succinct than I’d like and more fixated on the set up and mechanics of the game rather than the professional development activities that I’m trying to promote. This is definitely a thing to improve quickly.

I’ve been thinking about the games that I enjoy playing – particularly video games – and there is certainly much more direction given, particularly early on. At the same time, these tend to be much more narratively oriented and I don’t have a story running in STELLAR yet. I toyed with the idea of everyone being astronauts and needing to build their ship by earning points which buy parts etc etc but have serious questions about whether this is going too far off track for people in a college of economics and business.

One thing I would dearly like to achieve is to start building a rich collection of learning resources – including case studies/exemplars of good practice locally and research papers into various topics. Having this created collectively would be a fantastic outcome.

I’ve also been making limited use of the idea of random drops. These are unexpected prizes that a player sporadically wins/gets in video games for no particular reason but the possibility that it might happen is used as a motivator. I got 10 coffee vouchers from our local cafe and have been giving Shooting Star spot prizes when people do something new mostly – first suggestion for an improvement, first addition to the glossary, first person to attend a face to face event etc. This system needs some refinement and will benefit from being less arbitrary. My hope is that by announcing the random drops in the daily emails, it is maintaining interest from the people that haven’t yet won one. Maybe a thing to do will be to highlight that these are being won for being the first to do something.

The scoring system is something of a chore – I’m using the gradebook system in Moodle which has meant creating a separate assessment item for each individual activity that people can participate in. I’m keeping a separate Excel spreadsheet because it’s easier to track (in some ways) and need to manually update both. I’ve asked people to claim points in a discussion forum post but am aware that this is entering an unfun grey area of administrivia. What I really want is for people to be sharing what they’ve done in professional development and sharing their learning with the group and I should find a way to reframe it as such. Or automate it more. I can grade some items that are done in Moodle activities but mostly things have been happening externally that I’m tracking. I’m also fairly conflicted about this tracking – for example, I’ve seen people posting in the coffee course and I’ve been giving them the points that they’ve been earning for this. Many of them haven’t been claiming these points through the forum – at least not after the first day. It’s no secret that I’m also in the coffee course because I’m posting comments there as well but if people are earning points for this kind of activity that I’ve seen them doing, is it a little weird?

Digital badges is something that I’m keen to explore and I’ve created some tied to the random drop prizes but we have massive institutional hurdles with badges and our Moodle instance doesn’t support them yet.

I’ve had several other grand ideas that I simply haven’t had time to implement yet. For the groups/constellations, I’d like to have a star field present that grows as they earn more points/stars. So they begin with just their constellation on a black background but a small star appears when they get 10 points or a new constellation when they complete a cluster of activities. Again, when it is a matter of manual handling, it’s a labour intensive activity.

Anyway, that’s the broad strokes of STELLAR, there are twice as many participants as I was expecting (and this is in a time when many people are away) so I’m quietly pleased with our progress but I’m also well aware that sustaining interest and activity is going to be a challenge when semester resumes on Monday.

More than anything though, it’s nice to finally be walking the walk after talking the talk for such a very long time.

Thoughts on: Changing perspectives: teaching and learning centres’ strategic contributions to academic development in higher education. (Holt, Palmer & Challis, 2011)

As I’ve been investigating Education Support People as a theme in my lit review reading and writing this month, I came across a wealth of interesting papers by Dr Dale Holt at Deakin University. (Australia)

This one, Changing perspectives: teaching and learning centres’ strategic contributions to academic development in higher education, that he co-wrote with Stuart Palmer and Di Challis in 2011 seemed particularly relevant. (And it actually flows on very nicely from my last blog post here too)

The paper offers a rich overview of the recent history and current standing of teaching and learning centres in Higher Education institutions and draws a list of ten very practical “leverage points” that these centres can use to have a greater impact on improving teaching and learning practices. It draws from interviews, surveys and focus groups conducted with leaders in centres at almost all Australian universities as part of research supported by the (former) Australian Learning and Teaching Council.

In terms of a ‘state of the actual’ birds-eye overview, this paper is a useful resource and most of the  recommendations make a lot of sense. I did find a few internal inconsistencies in the ways that ‘conventional wisdom’ (e.g. the value and effectiveness of large Communities of Practice in Higher Ed) directly contradicted the lived experiences of the study participants (e.g many academics don’t often engage with people outside their discipline). In fairness, these weren’t ignored but I would’ve liked to see deeper discussion here.

The paper doesn’t explicitly define ‘learning and teaching centres’, assuming a degree of prior organisational knowledge. There is a reference to “the associated complexity of academic development work” (p.5) in the introduction and a table comparing “traditional and new centre paradigms” (p.8) also refers to the provision of professional development, engagement with the university executive and “active representation on faculty teaching and learning committees” (p.8). The assumption that these units operate centrally largely avoids discussion of parallel faculty/college based learning and teaching units and the relationships between the central and ‘outer’ teams. The fact that many colleges/faculties see a need for local, specialised teams is an interesting issue worthy of further exploration. All this said however, I can appreciate the need to manage the scope of this research and focusing on the central units makes sense.

One of the most interesting aspects of this paper came almost in passing and wasn’t really mentioned again. It was a conclusion drawn from previous research by the authors about measures of success in these kinds of units.

It emerged that a myriad of factors influenced whether or not a centre was recognised as being an integral and valued part of its university’s teaching and learning community – a hallmark of having reached maturity. However four factors were identified as being critical to the ability of centres to succeed: clarity of role and direction; shared understanding of purpose; the capacity and capability to achieve purpose; and the ability to demonstrate value (Challis, Holt & Palmer, 2009) (p.6)

Arguably, it’s possible to map these factors to the listed ‘leverage points’ that form the bulk of the paper but it isn’t done explicitly, which seems like a missed opportunity to construct a more powerful resource for people working in these centres. (Though, I’ll admit, that’s not necessarily the point of the paper).

Just as I have found so far in my own research, this paper identifies that the flip side of the ‘how can Higher Ed / T&L centres succeed in supporting better teaching and learning’ coin is the equally important question, ‘what are the obstacles/barriers to success that must be overcome?’

Drawing again from prior research, the authors found that

The principal constraints identified were ‘lack of staff time’, both in the faculties and in the centre, to engage in teaching and learning improvement activities, followed by incorrect or outdated general perceptions of the role and function of the centre and insufficient resources to have a significant impact (Palmer, Holt & Challis, 2010) (p.6)

Drilling down into this paper, it seems to arrive at a philosophical position (supported by some organisational theorists – Senge, 1990 and Mintzberg, 1989) that a network based approach to academic staff professional development is the ultimate goal for moving towards overall improvements. In principal I agree but it would be nice to see some tangible supporting evidence.

At the heart of the argument for networked professional development is Mintzberg’s (1989) classification of universities as “professional bureaucracies”.

Universities, he argues, are hierarchically organised by discipline specialisation. Hence we see universities organised into faculty-based clusters of related disciplines, with a further, more specialised grouping of single disciplines or tightly-related disciplines at the departmental level. Professional learning and development in education is, therefore, vertically driven and governed by discipline concerns. Networking, on the other hand, complements vertical learning through the provision of opportunities for educators and leaders to engage horizontally across departments, faculties and disciplines: not only to engage across areas of interest at a particular level but also to relate through-out various organisational levels and domains. This networked, informal and collegial environment, we argue, provides great potential to enhance teaching and learning throughout the organisation and to contribute to external networking opportunities as well

While I applaud the philosophy of the horizontal approach and would love to see educators learning from their peers in other disciplines, I have to wonder if it is ultimately a matter of expending a lot of energy in pursuit of an ideological goal at the expense of making actual progress. I’ve been considering a competing approach in recent days which is entirely unformed yet but essentially works with the silos and micro-silos to create a series of small communities of practice (say 3-4 people in a specific discipline) that would foster localised cooperation and collaboration and then ideally serve as nodes in a larger network – or constellations in a galaxy of stars. (This second metaphor appears in particular because our new VC is an astro-physicist and the idea of stars offers some nice imagery). I have an acronym that kind of works here too – STELLAR – Scholarship/Scholars of Technology Enhanced Learning, Leadership And Research. But there’s still work to be done on this idea. (I’m also thinking about options to gamify the whole thing – initial responses to this from my colleagues and members of the college executive have been positive)

Holt et al use the notion of ‘leverages’ as an overall roadmap for strategic approaches that teaching and learning centres in universities can take.

Senge (1990, p.15) identifies systems thinking, and the associated notion of leverage, as a key skill for leaders building learning organisations.

“Systems thinking also shows that small, well-focused actions can produce significant enduring improvements, if they are in the right place. Systems thinkers refer to this idea as the principle of ‘leverage’. Tackling a difficult problem is often a matter of seeing where the high leverage lies, where a change – with a minimum of effort – would lead to lasting, significant improvement” (as quoted on p.9 of Holt et al)

Given that Senge wrote this more than a quarter of a century ago, I might check whether systems thinking is still considered ‘a thing’ in the organisational management community but it has a ring of truth to it.

Without going into tremendous detail on all ten leverage points, because this post is already on the long side and most seem like common practice, they are:

  1. New visions/new plans – support uni vision with scholarship of existing research and collaboration with peer institutions. (Need to be careful of pushing a one-size-fits-all vision though) 
  2. Preparation of new continuing academic staff – induction and training (mindfulness of their discipline context) 
  3. Compulsory casual teaching development program (I’ll assume this is paid work) 
  4. Just in time professional development (The paper emphasises online training and resources, I agree they have value but have found people engage far more with face to face training) 
  5. Communities of practice – “Given that research into and practical applications of CoP have primarily been industry-focused, a new paradigm for CoP in academe called CoP-iA can be argued for (Nagy & Burch, 2009)” (p.12)
  6. Strategic funding for development – needs to find a balance between “an emphasis on the conservation of resources often associated with quality assurance and risky investments in innovation associated with quality improvement” (P.13)
  7. Supporting teaching excellence through awards and fellowships – (recognition of individuals vs teams, do individuals truly ‘pay it forward’?) 
  8. Disseminating exemplary practices online
  9. Recognition and use of education ‘experts’ – (yes but there is a disappointing assumption in this section of the paper that the only education experts are academics – professional third space staff are invisible) 
  10. Renewing leadership – distributed leadership models to use ‘expert educators’ more effectively in decision making bodies\

General random ideas and thoughts this paper has triggered:

As I mentioned earlier, I’ve been thinking a bit about CoPs recently and why we struggle to get buy in. Time is certainly one factor but I’ve increasingly been thinking that, while it is desirable, pushing broad cross-disciplinary collaboration because ‘it’s good for you’ may be too great a cultural change in the first instance. This paper has helped me to clarify some of my thoughts around this and I’m going to explore this node/constellation model a little further.

Awards and fellowships and other extrinsic motivators for outstanding teaching is another thing that I’ve been considering and plan to dig down into. While providing recognition for individual excellence appear to be an entrenched part of Higher Education culture, I have to wonder how much the recipients pay it forward and whether a focus on rewarding team/department level improvements in teaching and learning practices/outcomes might be more effective. (But again, this may be a matter of calling for too great a cultural shift).

If we are to stick with the model of rewarding individual achievements, are there ways that we can move the application process for awards/fellowships/etc  from an isolated, short time-frame based approach to something that happens more publicly over a greater period of time. I’m not sure how but perhaps it could involve keeping a reflective journal or blog in some way and have a greater focus on contributions to the scholarship of teaching and learning.

This paper ends by touching on the notion of teaching and learning centres as a hub, or pivotal node in the T&L activities of a university. I’ve been thinking along similar lines about Education Support People (both academic and professional) and the valuable space that they inhabit – linked to teachers, students, IT teams, policy and other support areas as well as the wider educational support and scholarly community. So, that seems like a good thing 🙂

 

 

 

 

Research update

The formal “research” part of my pre-research – the literature review essentially – has gone off the rails a little in the last couple of months. I’ve been collecting things to read here and there but not reading them and clearly not digesting and blogging about them.

Nonetheless, I still feel as though my ideas are coming along. This has mostly been as a result of attending a couple of major Higher Education events – the ACODE Benchmarking summit and the HERDSA 2016 conference. (Australasian Council of Online & Distance Education and the Higher Education Research & Development Society of Australasia)

One of my initial goals with this research was to generate some helpful resources for people in my field/trade/craft – Education Designers/Developers/Technologists. The more I look into the issues around supporting TEL in Higher Ed., the more I realise that this is the area of the most interest to me. I had thought for a while that focussing on the work of professional (non-academic) staff in this space could be a great way to explore larger questions of university culture and the impact that this has but speaking to a number of colleagues at these events, I’ve realised that there is a combination of academics and professional staff providing educational support and that this sector – which I’m going to call Education Support People (ESPs) for now because writing Education Designers/Developers/Technologists is tiresome and clunky.

This isn’t to say that there aren’t multiple factors – that I think may require varying research methodologies to properly explore – that affect the uptake of TELT practices in Higher Ed. but given the central position of ESPs in the organisation, there is a better than even chance that I’ll be able to hang most things on this hub. (To mangle a metaphor)

I’m also starting to think about the dichotomy of rational and emotional reasons for using/avoiding TEL practices. The literature offers many solid, evidence based reasons to use TEL but actual uptake often seems tied to the attitudes of the key players. They might further muddy the waters by raising a (legitimate) rational barrier to TEL practices – we don’t have the time/resources to do this – but the next words in the sentence take us closer to the heart of the emotional response to the issue. They could be … ‘so how can we get around that and do it anyway?’ or ‘… so you can’t make me do it’ when they simply don’t want to.

Finding these core gut responses I think will be interesting and challenging.

The project plan that I showed here a few posts ago has blown out a little, so I’ve tweaked some of the timeframes. I moved University as Organisation to begin after ESPs a few weeks ago but this is my current interest (and I’m not altogether sure what I mean by University as organisation – beyond something to do with the complexity of the educational ecosystem) and I’ve now extended my time to read up on ESPs and pushed back the Uni section a couple of weeks. I was hoping to neatly tie everything to months but there is no compelling practical reason for this, just neatness.

I also spoke to several people at HERDSA – who really were all great, thoughtful and generous people – about interest in creating a Special Interest Group for ESPs (not necessarily that name) and will pursue this in the near future. Big wraps for HERDSA – I have to say that I think it has been one of my all time favourite edu conferences. There wasn’t a single slot that didn’t have at least one presentation that I was interested to see.

The conference also helped me to discover the work of Carroll Graham at UTS, who recently finished a PhD on the impact of professional staff on student learning outcomes. Her website – Higher Education Professionals – I think will be a rich resource

Thoughts on: Change Thinking, Change Practices (LTSN Generic Centre, 2003)

I’ve been thinking that a core theme of my research – looking at how to support TELT practices in Higher Education – is Continuity and Change. This is a tiny bit tongue in cheek, referencing a deliberately meaningless slogan used initially in the HBO series Veep but later briefly embraced by the Australian Government.

It seems useful because it sums thing up fairly well; initiating change to new TELT practices where necessary but also supporting (and incrementally evolving) existing practices when they are already effective.

The Learning and Teaching Support Network (LTSN) Generic Centre – which no longer appears to exist but may have become something else – created a wonderfully thoughtful guide to implementing change in Higher Education in 2003 called “Change Thinking, Change Practices“.

I’ve been poring over this for the better part of a week because it is absolutely packed with insights both from theory (drawing heavily on Social Practice Theory) and a number of case studies. It up-ended a few of my own long-held ideas about implementing change (the need to win hearts and minds before getting started for one) and I think it’s well worth investing the time to read through if you are involved in or considering change in your institution.

Change in a higher ed institution can come from the top-down (a.k.a centre-periphery – the executive), bottom-up (teachers) or middle-out (departments, education support teams). These different sources of change become very important because they reflect different philosophical approaches to change. As with most things, I’d suggest that an approach drawing from all three is most valuable.

The paper identifies five common views of change that feed into these.

  1. Technical/Rational – the top level identifies a need for change, makes a policy and a plan and the plan is enacted precisely
  2. Resource allocation – Change needs resourcing and once this is provided, change will just occur
  3. Diffusionist: Epidemiological – Change is driven by experts and early adopters that can successfully communicate the value of the change and inspire uptake
  4. Kai Zen or continuous quality improvement – changes is driven incrementally from the bottom (practioners) working in communities of practice to identify needs in their area
  5. Models using complexity – sponsors (otherwise undefined) of change create the conditions needed for change to flourish by providing resources and knowledge.

Unsurprisingly perhaps, none of these views make me entirely happy, with my pesky view that educational ecosystems of institutions are messy and we need to take a holistic approach to working with them. Fortunately this seems to be the position taken by the guide.

Rather than summarise the whole thing, I’ll explore the themes that emerged in determining conditions for success.

Flexibility

The change that is initially identified and planned for is rarely the change that you’ll end up with. This is generally a good thing because it means that as more people have become involved in the process, they have taken some ownership of it and better informed it. Having the flexibility to allow change to take its own course can generate wider acceptance.

The guide repeatedly comes back to the idea of viewing change as a process (‘changing’) rather than an outcome (‘CHANGE’)

“The innovation was ‘fuzzy’ enough to appeal to a variety of interests and points of view, even competing ones” (p.24)

Contextual awareness and understanding

This brings us neatly to the vital importance of understanding the local needs, history and practices of the place where the change is to be implemented. The guide stresses that incremental change at a departmental level has higher rates of success and provides a number of valuable case studies in support of this.

There’s a relatable but entirely frustrating contradiction about implementing change in a localised context; while change proposals with a solid backing of evidence and knowledge is more widely valued, there is simultaneously a resistance to external influences.

…colleagues will often balk at change unless it was ‘invented here’; they’ll discount foreign innovations. NIH (not invented here) breaks change forces (P.33)

I’ve already seen this on a number of occasions in my time in Higher Education when I’d get excited about something that I’d seen being done elsewhere that seemed particularly relevant to our needs only to have it met with the most disinterested of mehs. This often surprised me coming from people that I would assume to be open to knowledge and all good ideas but that downplays the tribal/parochial nature of these kinds of organisations.

This in turn led me to a side-thought, is it harder to drive change in an institution that is perceived to be (and considers itself) at the top of the heap? When your branding and culture pushes the idea of being an elite institution does this simultaneously facilitate NIH thinking in addition to diminishing the perceived urgency of change?

Incentives

A lot of factors come to bear on practitioner willingness to engage with new practices. The extent to which they have been involved in formulating the change is clearly a significant part, as is their understanding of its benefits. These intrinsic motivators provide deeper engagement with change but take longer. Extrinsic motivators, whether they be direct inducements (more time or resources) or policy directives will get results more quickly but at a shallower level.

I’ve long believed that it is vital to win hearts and minds before embarking on change processes but this guide makes a compelling case that “there is a lot of value in using tools and expertise to change practices: beliefs can follow” (P.21)

This makes sense to me on the level that giving people a lived experience of a change in practice can give them a deeper understanding of it.

Capacity / support

Whatever changes are proposed, it is essential that practitioners have the capacity to enact them. (Evidently this isn’t as obvious as it sounds). Change that builds on existing practice (scaffolded, essentially) thus becomes far more likely to succeed than entirely new practices.

A combination of training, Community of Practice support and the involvement of local support experts – such as education designers and technologists – is essential either way.

Resources / tools

The other facet that seems obvious is the need for adequate resourcing for the project. Particularly tools that are fit for purpose. This guide speaks at length about working with lecturers in the planning phase to collaboratively design and build tools (e.g. a new form of rubric) that can be used in practice to implement the changes.

This has the added benefit of creating more relevant and robust tools that incorporate local, contextual needs.

Communication

“Don’t assume that the way you think of an innovation is the way it will be understood on the ground” (p.19)

Language can also be loaded – “for many academic staff, the word ‘quality’ itself had come to symbolise additional administrative burdens which detracted from rather than enhanced their core work” (p.25)

HE institutions are fueled by words – using them well can mean the difference between failure and success. (No pressure)

Accountability mechanisms

A key element in successfully implementing a change process is remembering that it is more about the act of changing, so in some ways it never entirely ends. Putting a rigorous evaluation process into place that is clear about what is to be measured and how makes a massive difference.

There is a lot of other invaluable tips and strategies to effective change processes in this guide that are informed by theory and evidence from case studies. It expands greatly on the phases of implementation, considering them as pre-adoption (gather requirements), adoption (gaining support) and implementation. I compare this with the Ako Aotearoa model described by Akelma (2012) of initiation (arguably pre-adoption/adoption), implementation and institutionalisation.

If you have any involvement whatsoever with change in your HE institution, you need to read this paper

 

 

Thoughts on: Two guides from Ako Aotearoa on education projects and researching learners

It was always my intention that researching in the area that I work in would help me to shape my professional practice (and it is) but I’ve been surprised lately at how much things are flowing in the other direction. I’ve been thinking a lot lately about what is needed to make an educational project successful and how we know that learners have actually benefitted.

This is partially coming from the big picture work that I’m doing with my peers at the university looking at what we’re doing and why and partially from my own college, which has recently launched a Teaching and Learning Eminence Committee/project to look into what we’re doing with teaching and learning. I wasn’t initially invited onto the committee, (it’s all academics), which speaks to some of the ideas that have been emerging in some of my recent posts (the academic/professional divide) as well as the fact that I need to work on raising the profile of my team* and understanding of our* capacity and activities in the college.

Anyway, while trawling through the tweetstream of the recent (and alas final) OLT – Office of Learning and Teaching – conference at #OLTConf2016, I came across a couple of guides published recently by Ako Aotearoa, the New Zealand National Centre for Tertiary Teaching Excellence, that fit the bill perfectly.

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One focusses on running effective projects in teaching and learning in tertiary education, it’s kind of project managementy, which isn’t always the most exciting area for me but it offers a comprehensive and particularly thoughtful overview of what we need to do to take an idea (which should always be driven by enhancing learning) through three key phases identified by Fullan (2007 – as cited in Akelma et al, 2011) in the process of driving educational change – initiation, implementation and institutionalisation. The guide – Creating sustainable change to improve outcomes for tertiary learners  is freely available on the Ako Aotearoa website, which is nice.

I took pages and pages of notes and my mind wandered off into other thoughts about immediate and longer term things to do at work and in my research but the key themes running through the guide were treating change as a process rather than an event, being realistic, working collectively, being honest and communicating well. It breaks down each phases into a number of steps (informed by case studies) and prompts the reader with many pertinent questions to ask of themselves and the project along the way.

The focus of the guide is very much on innovation and change – I’m still thinking about what we do with the practices that are currently working well and how we can integrate the new with the old.

The second guide – A Tertiary practitioners guide to collecting evidence of learner benefit – drills down into useful research methodologies for ensuring that our projects and teaching practices are actually serving the learners’ needs. Again, these are informed by helpful case studies and showcase the many places and ways that we can collect data from and about our students throughout the teaching period and beyond.

It did make me wonder whether the research mindset of academics might conventionally be drawn from their discipline. Coming from an organisation with an education and social science orientation, one might expect an emphasis on the qualitative (and there are a lot of surveys suggested – which I wonder about as I have a feeling that students might be a little over-surveyed already) but the guide actually encourages a mixture of methodologies and makes a number of suggestions for merging data, as well as deciding how much is enough.

Definitely some great work from our colleagues across the ditch and well worth checking out.

(* The team is me – but one day…)

More thoughts on: “Digital is not the future – Hacking the institution from the inside” – Technology, practical solutions and further questions

Previously on Screenface.net:

I’ve been participating in an online “hack” looking at “Digital is not the future – Hacking the institution from the inside” with a number of other education designers/technologists.

hack-poster-3
It’s been pretty great.

I shared some thoughts and summarised some of the discussions tied to the issues we face in supporting and driving institutional change, working with organisational culture and our role as professional staff experts in education design and technology.

There’s still much to talk about. Technology and what we need it to do, practical solutions both in place and under consideration / on the wishlist, further questions and a few stray ideas that were generated along the way.

Technology: 

Unsurprisingly, technology was a significant part of our conversation about what we can do in the education support/design/tech realm to help shape the future of our institutions. The core ideas that came up included what we are using it for and how we sell and instill confidence in it in our clients – teachers, students and the executive.

The ubiquity and variety of educational technologies means that they can be employed in all areas of the teaching and learning experience. It’s not just being able to watch a recording of the lecture you missed or to take a formative online quiz; it’s signing up for a course, finding your way to class, joining a Spanish conversation group, checking for plagiarism, sharing notes, keeping an eye on at-risk students and so much more.

It’s a fine distinction but Ed Tech is bigger than just “teaching and learning” – it’s also about supporting the job of being a teacher or a learner. I pointed out that the recent “What works and why?” report from the OLT here in Australia gives a strong indication that the tools most highly valued by students are the ones that they can use to organise their studies.
Amber Thomas highlighted that “…better pedagogy isn’t the only quality driver. Students expect convenience and flexibility from their courses” and went on to state that “We need to use digital approaches to support extra-curricular opportunities and richer personal tracking. Our “TEL” tools can enable faster feedback loops and personalised notifications”

Even this is just the tip of the iceberg – it’s not just tools for replicating or improving analog practices – the technology that we support and the work we do offers opportunities for new practices. In some ways this links back closely to the other themes that have emerged – how we can shape the culture of the organisation and how we ensure that we are part of the conversation. A shift in pedagogical approaches and philosophies is a much larger thing that determining the best LMS to use. (But at its best, a shift to a new tool can be a great foot in the door to discussing new pedagogical approaches)

“It is reimagining the pedagogy and understanding the ‘new’ possibilities digital technologies offer to the learning experience where the core issue is” (Caroline Kuhn)

Lesley Gourlay made a compelling argument for us to not throw out the baby with the bathwater when it comes to technology by automatically assuming that tech is good and “analogue” practices are bad. (I’d like to assume that any decent Ed Designer/Tech knows this but it bears repeating and I’m sure we’ve all encountered “thought leaders” with this take on things).

“we can find ourselves collapsing into a form of ‘digital dualism’ which assumes a clear binary between digital and analogue / print-based practices (?)…I would argue there are two problems with this. First, that it suggests educational and social practice can be unproblematically categorised as one or the other of these, where from a sociomaterial perspective I would contend that the material / embodied, the print-based / verbal and the digital are in constant and complex interplay. Secondly, there perhaps is a related risk of falling into a ‘digital = student-centred, inherently better for all purposes’, versus ‘non-digital = retrograde, teacher-centred, indicative of resistance, in need of remediation’.” (Lesley Gourlay)

Another very common theme in the technology realm was the absolute importance of having reliable technology (as well as the right technology.)

Make technology not failing* a priority. All technology fails sometime, but it fails too often in HE institutions. Cash registers in supermarkets almost never fail, because that would be way too much of a risk.” (Sonia Grussendorf)

When it comes to how technology is selected for the institution, a number of people picked up on the the tension between having it selected centrally vs by lecturers.

“Decentralize – allow staff to make their own technology (software and hardware) choices” (Peter Bryant)

Infrastructure is also important in supporting technologies (Alex Chapman)

Personally I think that there must be a happy medium. There are a lot of practical reasons that major tools and systems need to be selected, implemented, managed and supported centrally – integration with other systems, economies of scale, security, user experience, accessibility etc. At the same time we also have to ensure that we are best meeting the needs of students and academics in a host of different disciplines. and are able to support innovation and agility. (When it comes to the selection of any tool I think that there still needs to be a process in place to ensure that the tool meets the needs identified – including those of various institutional stakeholders – and can be implemented and supported properly.)

Finally, Andrew Dixon framed his VC elevator pitch in terms of a list of clear goals describing the student experience with technology which I found to be an effective way of crafting a compelling narrative (or set of narratives) for a busy VC. Here are the first few:

 

  1. They will never lose wifi signal on campus – their wifi will roam seemlessly with them
  2. They will have digital access to lecture notes before the lectures, so that they can annotate them during the lecture.
  3. They will also write down the time at which difficult sub-topics are explained in the lecture so that they can listen again to the captured lecture and compare it with their notes. (Andrew Dixon)

Some practical solutions

Scattered liberally amongst the discussions were descriptions of practical measures that people and institutions are putting in place. I’ll largely let what people said stand on its own – in some cases I’ve added my thoughts in italics afterwards. (Some of the solutions I think were a little more tongue in cheek – part of the fun of the discussion – but I’ll leave it to you to determine which)

Culture / organisation

Our legal team is developing a risk matrix for IT/compliance issues (me)

(We should identify our work) “not just as teaching enhancement but as core digital service delivery” (Amber Thomas)

“we should pitch ‘exposure therapy’ – come up with a whole programme that immerses teaching staff in educational technology, deny them the choice of “I want to do it the old fashioned way” so that they will realise the potential that technologies can have…” (Sonja Grussendorf)

“Lets look at recommendations from all “strategy development” consultations, do a map of the recommendations and see which ones always surface and are never tackled properly.” (Sheila MacNeill)

“Could this vision be something like this: a serendipitous hub of local, participatory, and interdisciplinary teaching and learning, a place of on-going, life-long engagement, where teaching and learning is tailored and curated according to the needs of users, local AND global, actual AND virtual, all underscored by data and analytics?” (Rainer Usselman)

“…build digital spaces to expand our reach and change the physical set up of our learning spaces to empower use of technology…enable more collaborative activities between disciplines” (Silke Lange)

“we need a centralised unit to support the transition and the evolution and persistence of the digital practice – putting the frontliners into forefront of the decision making. This unit requires champions throughout the institutions so that this is truly a peer-led initiative, and a flow of new blood through secondments. A unit that is actively engaging with practitioners and the strategic level of the university” (Peter Bryant)

In terms of metrics – “shift the focus from measuring contact time to more diverse evaluations of student engagement and student experience” (Silke Lange)
“Is there a metric that measures teaching excellence?… Should it be designed in such a way as to minimise gaming? … should we design metrics that are helpful and allow tools to be developed that support teaching quality enhancement?” (David Kernohan)  How do we define or measure teaching excellence?
“the other thing that we need to emphasise about learning analytics is that if it produces actionable insights then the point is to act on the insights” (Amber Thomas) – this needs to be built into the plan for collecting and dealing with the data.

Talking about the NSS (National student survey) – “One approach is to build feel-good factor and explain use of NSS to students. Students need to be supported in order to provide qualitative feedback” (David Kernohan)  (I’d suggest that feedback from students can be helpful but it needs to be weighted – I’ve seen FB posts from students discussing spite ratings)

“We should use the same metrics that the NSS will use at a more granular levels at the university to allow a more agile intervention to address any issues and learn from best practices. We need to allow flexibility for people to make changes during the year based on previous NSS” (Peter Bryant)

“Institutional structures need to be agile enough to facilitate action in real time on insights gained from data” (Rainer Usselmann) – in real time? What kind of action? What kind of insights? Seems optimistic

“Institutions need at the very least pockets of innovation /labs / discursive skunk works that have licence to fail, where it is safe to fail” (Rainer Usselmann)

“Teachers need more space to innovate their pedagogy and fail in safety” (Silke Lange)
“Is it unfair (or even unethical) to not give students the best possible learning experience that we can?…even if it was a matter of a control group receiving business-as-usual teaching while a test group got the new-and-improved model, aren’t we underserving the control group?” (me)

“I can share two examples from my own experiences
An institution who wanted to shift all their UG programmes from 3 year to 4 year degrees and to deliver an American style degree experience (UniMelb in the mid 2000s)

An institution who wanted to ensure that all degree programmes delivered employability outcomes and graduate attributes at a teaching, learning and assessment level

So those resulted in;
a) curriculum change
b) teaching practice change
c) assessment change
d) marketing change ” (Peter Bryant)

“One practical option that I’m thinking about is adjusting the types of research that academics can be permitted to do in their career path to include research into their own teaching practices. Action research.” (Me) I flagged this with our Associate Dean Education yesterday and was very happy to hear that she is currently working on a paper for an education focussed journal in her discipline and sees great value in supporting this activity in the college.

“I think policy is but one of the pillars that can reinforce organisational behaviour” (Peter Bryant)- yes, part of a carrot/stick approach, and sometimes we do need the stick. Peter also mentions budgets and strategies, I’d wonder if they don’t change behaviour but more support change already embarked upon.

Technology

“let’s court rich people and get some endowments. We can name the service accordingly: “kingmoneybags.universityhandle.ac.uk”. We do it with buildings, why not with services?” (Sonia Grussendorf) – selling naming rights for TELT systems just like buildings – intriguing

We need solid processes for evaluating and implementing Ed Tech and new practices (me)

Pedagogical

“Could creating more ‘tailored’ learning experiences, which better fit the specific needs and learning styles of each individual learner be part of the new pedagogic paradigm?” (Rainer Usselman) (big question though around how this might be supported in terms of workload

“At Coventry, we may be piloting designing your own degree” (Sylvester Arnab)
“The challenge comes in designing the modules so as to minimise prerequisites, or make them explicit in certain recommended pathways” (Christopher Fryer)
I went on to suggest that digital badges and tools such as MyCourseMap might help to support this model. Sylvester noted that he is aware that “these learning experiences, paths, patterns, plans have to be validated somehow” Learner convenience over pedagogy – or is it part of pedagogy in line with adult learning principles of self-efficacy and motivation. In a design your own degree course, how do we ensure that learners don’t just choose the easiest subjects – how do we avoid the trap of having learners think they know enough to choose wisely?

“digital might be able to help with time-shifting slots to increase flexibility with more distributed collaboration, flipped teaching, online assessment” (George Roberts)

 

“At UCL we are in the midst of an institution-wide pedagogic redesign through the Connected Curriculum. This is our framework for research-based education which will see every student engaging in research and enquiry from the very start of their programme until they graduate (and beyond). More at http://www.ucl.ac.uk/teaching-learning/connected-curriculum

The connected bit involves students making connections with each other, with researchers, beyond modules and programmes, across years of study, across different disciplines, with alumni, employers, and showcase their work to the wider world…

There is strong top-down support, but also a middle-out approach with faculties having CC fellows on part time secondments to plan how introduce and embed the CC in their discipline.

From a TEL perspective we need to provide a digital infrastructure to support all of this connectivity – big project just getting going. Requirements gathering has been challenging… And we’re also running workshops to help programme and module teams to design curricula that support research-based and connected learning.” (Fiona Strawbridge) – liking this a lot, embedding practice. What relationship do these fellows have with lecturers?

 

“I am imagining that my research, personal learning environment would fit perfect with this approach as I am thinking the PLE as a toolbox to do research. There is also a potential there to engage student in open practice, etc.” Caroline Kuhn

“There may be a “metapedagogy” around the use of the VLE as a proxy for knowledge management systems in some broad fields of employment: consultancy, financial services, engineering…” (George Roberts)  (which I’d tie to employability)

“We need to challenge the traditional model of teaching, namely didactic delivery of knowledge. The ways in which our learning spaces are currently designed -neat rows, whiteboard at front, affords specific behaviours in staff and students. At the moment virtual learning spaces replicate existing practices, rather than enabling a transformative learning experience. The way forward is to encourage a curricula founded on enquiry-based learning that utilise the digital space as professional practitioners would be expected to” (Silke Lange) – maybe but none of this describes where or how lecturers learn these new teaching skills. Do we need to figure out an evolutionary timeline to get to this place, where every year or semester, lecturers have to take one further step, add one new practice?

“Do not impose a pedagogy. Get rid of the curricula. Empower students to explore and to interact with one another. The role of the teacher is as expert, navigator, orienteer, editor, curator and contextualisor of the subject. Use heuristic, problem-based learning that is open and collaborative. Teach students why they need to learn” (Christopher Fryer)

 

This is but a cherry-picked selection of the ideas and actions that people raised in this hack but I think it gives a sense of some of the common themes that emerged and of the passion that people feel for our work in supporting innovation and good practices in our institutions.  I jotted down a number of stray ideas for further action in my own workplace as well as broader areas to investigate in the pursuit of my own research.

As always, the biggest question for me is that of how we move the ideas from the screen into practice.

Further questions

How are we defining pedagogical improvements – is it just strictly about teaching and learning principles (i.e. cognition, transfer etc) or is it broader – is the act of being a learner/teacher a part of this (and thus the “job” of being these people which includes a broader suite of tools) (me)

What if we can show how learning design/UX principles lead to better written papers by academics? – more value to them (secondary benefits) (me)

“how much extra resource is required to make really good use of technology, and where do we expect that resource to come from?” (Andrew Dixon)

Where will I put external factors like the TEF / NSS into my research? Is it still part of the organisation/institution? Because there are factors outside the institution like this that need to be considered – govt initiatives / laws / ???

Are MOOCs for recruitment? Marketing? (MOOCeting?)

“How do we demonstrate what we do will position the organisation more effectively? How do we make sure we stay in the conversation and not be relegated to simply providing services aligned with other people’s strategies” (arguably the latter is part of our job)
“How do we embed technology and innovative pedagogical practices within the strategic plans and processes at our institutions?” (Peter Bryant)

Further research

Psychology of academia and relationships between academic and professional staff. (Executive tends to come from academia)

“A useful way to categorise IT is according to benefits realisation. For each service offered, a benefits map should articulate why we are providing the service and how it benefits the university.” (See https://en.wikipedia.org/wiki/Benefits_realisation_management ) (Andrew Dixon)

Leadership and getting things done / implementing change, organisational change

How is organisational (particularly university) culture defined, formed and shaped?

Actor-network theory

Design research

Some ideas this generated for me

Instead of tech tool based workshops – or in addition at least – perhaps some learning theme based seminars/debates (with mini-presentations). Assessment / Deeper learning / Activities / Reflection

Innovation – can be an off-putting / scary term for academics with little faith in their own skills but it’s the buzzword of the day for leadership. How can we address this conflict? How can we even define innovation within the college?

What if we bring academics into a teaching and learning / Ed tech/design support team?

Telling the story of what we need by describing what it looks like and how students/academics use it in scenario / case study format offers a more engaging narrative

What is the role of professional bodies (E.g. unions like the NTEU) in these discussions?

Are well-off, “prestigious” universities the best places to try to innovate? Is there less of a driving urge, no pressing threat to survival? Perhaps this isn’t the best way to frame it – a better question to ask might be – if we’re so great, what should other universities be learning from us to improve their own practices? (And then, would we want to share that knowledge with our competitors)

“I was thinking about the power that could lie behind a social bookmarking tool when doing a dissertation, not only to be able to store and clasify a resource but also to share it with a group of likeminded researcher and also to see what other have found about the same topic.” (Caroline Kuhn) – kind of like sharing annotated bibliographies?

Bigger push for constructive alignment
I need to talk more about teaching and learning concepts in the college to be seen as the person that knows about it

In conclusion

I’d really like to thank the organisers of the Digital is not the future Hack for their efforts in bringing this all together and all of the people that participated and shared so many wonderful and varied perspectives and ideas. Conversation is still happening over there from what I can see and it’s well worth taking a look.

 

 

 

 

 

 

 

 

 

 

 

 

Rethinking Ed Tech at our university

I mentioned a couple of weeks ago that I’ve embarked on some sort of ramshackle process of evaluating what we’re doing in terms of Ed. Tech and design with some of my fellow Ed Techs and Designers in the colleges and central team. This is with a view to finding ways to work together better, build relationships and ultimately make some recommendations to the high ups that may or not be acted upon. (At the very least I’m optimistic that people on the ground will communicate and collaborate better and with a renewed clarity)

In some ways, we’re racing the clock, as our VC has started his consultation tour as the first part of his review/reform/something process. Best case scenario is that we’ll be able to feed our findings/opinions/fervent wishes into his process and change might be kickstarted. Worst case is – well, let’s not think about that. Something with dragons and ice zombies or something.

So we had our second discussion today and were able to successfully identify six core themes with some attendant issues and questions to press on with for more in-depth investigation. The goal is to try to come up with something tangible for each theme every two weeks, through a combination of online and in person discussions. This will ideally give us a greater sense of what we’re about (I hate to use the term mission statement but perhaps something less aethereal) which will inform some revised terms of reference for our lower level parts of the ed. tech governance structure. (This is where I’m expecting the greatest resistance but who knows.)

These are the themes that we have arrived at. (If you feel that we’ve missed something or over-estimated the importance of something, please feel free to leave a comment.)

Language and philosophy/vision: 

Is it eLearning, blended learning, technology enhanced learning (and teaching), online learning or just plain old teaching and learning? Why? Are we about education innovation or education support? (It’s not simply about the language either – this can be quite political).

What are we ultimately trying to achieve for the learners, the academics, the university, etc?
Are there a set of key principles that guide us?

Best practice

How do we define, encourage and support best practices in teaching and learning? (And in other areas?) How can we best serve teachers and learners? Is it strictly about the cognitive, pedagogical aspects of teaching and learning or do other factors need to come in to the training and advice that we offer including accessibility, equity and pastoral care?

Influencing

What can we do as humble (yet expert) professional support staff to be listened to? How do we take a more substantive role in the decision making processes that directly affect us?

Communication and collaboration

What can we do between our various colleges and teams to work together more effectively and share our skills and knowledge? How can we support wider dissemination of ideas in the university and in the wider education design/technology community?

Transparency

What can we do to build better relationships between the colleges and central teams and to increase understanding of each other’s needs and obligations? Can we simplify the decision making process to streamline approvals for changes and new initiatives?

Governance:  

How can we make the elements of the existing governance structure work more effectively together and better utilise the resources available?

These are some sensitively phrased questions and ideas to get started – this process is going to be complicated by virtue of the range of different stakeholders with competing priorities and differences of opinion will be inevitable. My hope is that by keeping focus on the mutual benefits – and sticking to the discussion topics – progress will be made.

This is the padlet in progress – you should be able to add things but not change them.

(I should mention that some of the themes were inspired/expanded by the discussions in the “Digital is not the future” hack – particularly the question of expertise)