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NATA Seminar - Culminating Event for the NATA Project
- 1. Connecting and Collaborating: Leading Educational Networks in Australasian Tertiary Education Mike Keppell, Gordon Suddaby & Natasha Hard 1
- 2. Connectivism (Siemens, 2006) suggests that ‘knowledge is in the network’ “Learning in a richly networked society involves complex, shifting configurations of tasks, tools and people, with new distributions of activity across time, space and media (Caralho & Goodyear, 2014, p.xiv). Networks 2
- 3. Recent Publication Carvalho, L. & Goodyear, P. (Eds.). 2014. The architecture of productive learning networks. Routledge: Taylor and Francis Group, New York. 3
- 4. Networks in Higher Education Academic Associations: Groups of academics and educators with a common focus and formal structure. For example, ACODE, ascilite, CADAD, HERDSA, ODLAA. Professional Associations: Normally non-profit organisations focused on a particular profession and may include accreditation. For example, CPA Australia. 4
- 5. Networks in Higher Education National Networks: For example, the OLT has supported four networks that have a national focus to their specific functions. See the OLT website for further details. Discipline Networks: Including sixteen discipline-based networks supported by the OLT. See the OLT website for further details. State Based Networks: For example, five OLT supported state- based networks focused on Promoting Excellence (grants, awards). See OLT website for further details. 5
- 6. Benefits of Being Part of a Network Building connections and professional networks beyond your institution and immediate colleagues. Gaining access to regular and structured opportunities for professional development such as conferences, webinars or structured workshops. 6
- 7. Benefits of Being Part of a Network Keeping up to date with current news, policy trends, publications and other developments specific to your discipline or interest. Leadership development and experience opportunities. Being able to contribute to the wider educational environment and discourse 7
- 8. The Network of Australasian Tertiary Associations Mission: To improve engagement and practice through network leadership. 8
- 9. NATA Origins Closure of the ALTC ACODE and ascilite (Lead Associations) OLT Networking Projects 9
- 11. NATA Members 11
- 12. Principles of Engagement Collaborative Advantage Strategic Alignment & Communication Integrity Sustainability 12
- 13. Academic Associations What networks are you or have you been a member of? Why did you join? 13
- 14. Academic Associations What were the membership benefits? Challenges regarding engagement? 14
- 15. NATA Context The diverse range of networks involved in the NATA ensured that the experiences and lessons are relevant to a broad range of networks 15
- 16. Research Aims: Improve the effectiveness of communication and engagement with NATA members at large Enable and support network leaders to encourage collaboration and increase membership engagement Review the utilisation of technologies to support best practice in network engagement Foster, encourage and support further network-based collaborative initiatives An investigation into network leadership within established Australasian tertiary education associations 16
- 17. Research Details Interviews with leaders of networks Focus groups with executive members Findings: Focused on practical application 10 Principles for Good Practice in Network Leadership 17
- 18. To establish higher level connections and gain access to knowledge and experience that can then benefit your local context. Be more informed about sectoral changes, challenges and opportunities. To more effectively pursue and support professional values or key causes. Use your skills and experience to contribute back to the sector – ‘taking your turn’. 18 Why Take on a Leadership Role in your Network?
- 19. NATA Outputs: Leading Networks Research informed principles and strategies Practical resources on networking and network leadership 10 Principles HERDSA guide Partner Projects 19
- 20. 10 Principles for Network Leadership 1. Network leaders need to have strong personal networks to help inform/contextualise network practices and assist network dissemination. 2. Leaders need to have a focus on and clear understanding of the priorities and challenges for their association now and into the future. 20
- 21. 10 Principles for Network Leadership 3. The leaders of networks need to be cognisant of the needs and interests of their members so that activities and communication are relevant and offer value. 4. Network leaders need to understand the capacity of executive members and have realistic expectations regarding workloads and timeframes given the volunteer nature of their involvement. 21
- 22. 5. Executive members need to have clearly defined roles and responsibilities in order to foster ownership and provide a specific focus to their association-based activities. 6. The development of rapport between executive members is critical for effective functioning: face-to-face interaction can assist the establishment of working relationships, which can be strengthened through the use of communication technologies. 22 10 Principles for Network Leadership
- 23. 7. Systems need to be in place to ensure that association knowledge and experience are maintained, whilst new and innovative ideas are supported. 8. Networks require a culture of vibrancy and transparency if they are to be sustainable and maintain a healthy and engaged membership. 23 10 Principles for Network Leadership
- 24. 9. Communication needs to be fit for purpose both in mode and message: consistency and the appropriate use of technology can support a sense of connection and the development of a community of trust. 10. Establishing financial security enables strategic allocation of funds for activities aligned with association priorities. 24 10 Principles for Network Leadership
- 25. Shelda’s Debowski Presentation Leading Academic Associations 25
- 27. It is important to take the time and work with network partners to ensure that there is a clear and shared vision for the network. The role of a critical friend is highly important as networks involve various parties, interests and tensions. 27
- 28. Establishing regular and appropriate communication with key stakeholders is essential. Relevant communication and activity are vital for member engagement. An effective and current web presence is essential. Effective dissemination underpins the success of networks. Effective networks are based on collaboration and mutual value. 28
- 29. It is important not to underestimate the importance of face-to-face meetings for developing relationships. Understand and account for partner differences and similarities. Succession planning is integral to maintaining continuity for network engagement. 29
- 30. Questions 30
- 31. Sharing Best Practice among Networks: Learning from the experiences of other networks 31
- 32. Partner Projects ACODE ascilite CADAD HERDSA ODLAA Engaging Network Members: A NATA case study of a Contemporary Tertiary Sector Issue Guide to support and advance network engagement for members of professional associations and networks in the digital age. Social Media as a Communication Strategy Leading Academic Networks Ubiquity Online 32
- 33. CADAD Social Media Toolkit Aim: To develop an online professional development toolkit that will support network members capability in the use and affordances of social media. Completed Outcomes: An online professional development tool kit for network members on how to engage with and incorporate a range of social media tools to enhance professional connectivity. https://sites.google.com/site/natacadadproject/home 33
- 34. GPR on Technology- Enhanced Learning and Teaching (7093 views, 102 downloads) Networks and dissemination Networks for influence 34 Networks, Influence and Dissemination
- 35. eResources Technology -enhanced learning and teaching Student transition in higher education Work integrated learning Innovative Indigenous teaching and learning Curriculum renewal Professor Mike Keppell, Mr Gordon Suddaby & Ms Natasha Hard Professor Trevor Gale & Dr Stephen Parker Professor Janice Orrell Professor Nereda White, Dr Jack Frawley & Ms Dang Thi Kim Anh Dr Bhuva Narayan & Professor Sylvia Edwards 35
- 36. eResources Technology-enhanced learning and teaching Professor Mike Keppell, Mr Gordon Suddaby & Ms Natasha Hard 36
- 37. Sustainability Discussions on issues regarding network sustainability Maintaining membership and engagement Communication Funding Relevance Balancing workloads ........ 37
- 38. Resources NATA Brochure HERDSA Guide, “Leading Academic Networks” by Shelda Debowski Tips for leading academic networks. Key considerations across the life cycle of network leaders http://www.slideshare.net/SheldaDebowski/tips-for- leading-academic-networks-deboswki-2013 CADAD Social Media Toolkit https://sites.google.com/site/natacadadproject/hom e NATA Short Report 38
- 40. Summary Strategies for making networks work Networks & connections are increasingly important Understanding different networks in HE Widely applicable lessons Sharing best practice among networks Understanding how to lead networks Taking on a leadership role in your network Practical resources on networking & network leadership Maximising influence within the sector. 40
- 41. 41
Editor's Notes
- It is important to take the time and work with network partners to ensure that there is a clear and shared vision for the network. This was a particular challenge to the NATA as it brought together diverse stakeholders and independent groups for the first time. The role of a critical friend is highly important as networks involve various parties, interests and tensions. A credible evaluator or critical friend is able to bring an objective perspective to network discussions. Establishing regular and appropriate communication with key stakeholders is essential. For NATA it took considerable time to establish the correct balance between engaging partners and overwhelming them with content and time demands. Relevant communication and activity are vital for member engagement. To foster network engagement you need to be proactive and persistent if you wish to engage people with your vision. An effective and current web presence is essential. Developing a readily accessible and active web presence that provides a means for people to better understand and engage with your network is fundamental to establishing a robust identity. Effective dissemination underpins the success of networks. Finding an ideal balance of dissemination remains problematic. Supranets (networks of networks) such as NATA have access to large audiences and effectively communicating what is needed remains a critical challenge and opportunity. Effective networks are based on collaboration. It is important to reflect upon the ongoing value of collaboration at key points as the context in which networks are established continually changes. Understanding how such changes impact upon the network and key stakeholders is important for network sustainability. It is important not to underestimate the importance of face-to-face meetings for developing relationships. The NATA had three opportunities for face-to-face meetings between network partners which were invaluable in streamlining processes, building collegial rapport and advancing network discussion. Understand and account for partner differences and similarities. Despite operating in the same context and having similar foci, on occasions network partners appeared more dissimilar than similar. This often required strong but considered facilitation. Succession planning is integral to maintaining continuity for network engagement. To reduce discontinuity and knowledge slippage, appropriate succession planning and induction practices need to be in place to minimise the inevitable changes of those involved in the network.