Uoc presentation bsc_04_22_2011

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  • 1. © Donald E. Hanna University of Wisconsin dehanna@wisc.eduOpen University of Catalunya April 14, 2011
  • 2. My research framework and interests!   Organizational models and frameworks that support innovation and change!   The importance of organizational leadership and vision!   The importance of social and group interaction in learning!   Organizational adaptation toward change!   Building quality into learning frameworks
  • 3. My work at UOC!   Publication/scholarship !  Chapter on emerging technologies and organisational models for universities—Michael Moore, Handbook of Distance Education !  Chapter on organising learning in online environments— Diane Salter book entitled: Lessons from Award Winning Teachers: Implications for Staff Development and Institutional Change !  Atlantis Proposal—Benchmarking eLearning in the European Union and the USA; funding proposal submitted to EU and USA FIPSE program !  Also looking at educational model of UOC as a case study for comparison—this has taken more time than I thought it would
  • 4. Thank you all!   Albert and Enric!   Cris and Yolanda!   All of you as colleagues and friends
  • 5. Today’s conversation!   Fostering a Learning Culture: Strategies Toward Excellence !  Changing times and contexts !  Changing learners !  Changing teaching and learning !  Changing organisational structures !  Changing services to learners
  • 6. University of Wisconsin Madison, Wisconsin
  • 7. University of Wisconsin
  • 8. Where are we going?
  • 9. http://www.youtube.com/watch?v=L2zqTYgcpfg
  • 10. Changing times!  “Through education, a person and his or her world cometo terms and he or she becomes what he or she is withinit.” Russell Kleis!  “Good teachers possess a capacity for connectedness. Toteach is to create a safe place for learning.” Parker Palmer!  “The mind is not a vessel to be filled but a fire to bekindled. Plutarch!  What we have to learn to do, we learn by doing.” Aristotle!  “Life moves pretty fast sometimes. If you dont stop andlook around once in a while, you could miss it.” Ferris Bueller
  • 11. Weather?
  • 12. In the United States!   Currently approximately 38% of adults of working age— 25-64 years old—have a 4 year college degree!   By 2020, it is estimated that 62% of all jobs will require advanced education currently certified by at least a 4 year degree!   Meeting this challenge will require a dramatic expansion of places in universities, greater efficiency, and new educational models
  • 13. Changes in context!   The new context and need for learning!   The importance of education in building democratic societies!   The knowledge economy!   From standardization to customization!   From isolation of knowledge to connection of knowledge !  across disciplines !  across organizational boundaries !  across cultures !  across people
  • 14. The changing cultural contextAnd our changed conversations
  • 15. Changes in universities D.E.  Hanna,  2011  Time Frame: Pre-Gutenberg 1439- 1960- 2000- Purposes Community Place Technology Network Distributed ICTKnowledge Isolated Laboratory Formation and Dynamic Creation Communities Distribution Constraints Limited Expertise Isolated Access Obsolescence Library Alexandria Storage Irish Monks Library Computer Cloud Center Constraints Preservation Access Competency Control Classroom Sharing/ Word of Mouth Classroom Internet Electronic Exchange Worldwide Web Constraints Reach Location Interaction Focus Society/Application Religious Society International Global Constraints Narrow Connections Culture Language Designated Conferred Conferred CompetencyCertification Master Degree Degree Assessment? Constraints Application Limited Standards Recognition
  • 16. The changing cultures of higher education From: Hanna, Donald E. Emerging Organizational Models in Higher Education: Handbook of Distance Collegium Bureaucracy Enterprise Education, edited by Michael Moore, Erlbaum Publishers, 2006. © Orientation to Conservers Pragmatists Originators change Leadership Stewardship Preservation Visionary Values Faculty/program Administrative Client-oriented efficiency Decision-making Restricted/shared Vertical/top-down Horizontal/shared internal with stakeholders Support Program-driven Rule-focused Learner-focused structures Key messages Quality Efficiency Market-driven
  • 17. The changing cultures of higher education From: Hanna, Donald E. Emerging Organizational Models in Higher Education: Handbook of Distance Collegium Bureaucracy Enterprise Education, edited by Michael Moore, Erlbaum Publishers, 2006. © Communication Internal Vertical and External, informal strategies formal horizontal, Systems and Duplicated Stable, efficient, Evolving as needed resources according to pre-organized need Budgets Stable/priority Tightly controlled Fluid/opportunity- programs seeking Organizational Specialized Segmented and Integrated and features vertical cross-functional Alliances Value not easily Unnecessary Sought out and recognized implemented Key messages Stick together Don’t rock the Seize the day boat
  • 18. The changing cultures of higher education From: Hanna, Donald E. Emerging Organizational Models in Higher Collegium Bureaucracy Enterprise Education: Handbook of Distance Education, edited by Michael Moore, Erlbaum Publishers, 2006. © Actions Evolutionary Targeted Revolutionary New programs Complement Fit existing Make new markets/ existing programs structures force new structures Competition Avoid competition Minimize Exploit competitive competition advantage through regulation Strategies Improve quality Improve efficiency Establish new market ‘niches’ Faculty and staff Independence Authority and Collaboration value predictability Rewards Individual Functional Organizational
  • 19. Changing conversations!   Our conversations just a few years ago were about institutions, conformity, education as a finished product, and teachers as controllers!   Now our conversations are focused around communities, diversity, learning, and learners.
  • 20. Changes in learners!   From basic skills to more advanced skills!   From drill and repetition to problem-solving and assessment!   From “tell me what to do and how to do it” to: “How to do it and how to share with others how to do it.”!   From reliance on institutions to self-reliance and collaboration with others!   From individual content mastery to group and organizational learning
  • 21. Changes in teaching and learning!   What we know from learning theory!   Learning starts from what the individual already knows!   Learning is a social activity (Vygotsky; Dewey)!   Creating a safe space for learning is essential (Palmer)!   Effective learning requires the learner’s engagement (Jonassen; Kiersley) !  Dewey: knowing is literally something we do! Cannot be separated from the person and the person’s context, culture, and experience !  Not only adults, but children also!   The idea of life-long, but also life-wide, and life-deep learning !  Banks, et.al.
  • 22. How do children learn?!   Constantly interact with their environment!   Seek out new information!   Learn immediately from their experiences!   Ask a lot of questions!   Look for every opportunity to interact with other people!   Make lots of ‘mistakes’!   Use their ‘mistakes’ to learn (no fear)Why can’t we create this in adult settings?
  • 23. Ideal learning environments!   Learner and problem-centered!   Highly social and interactive!   Very often collaborative
  • 24. Meaningful engaged learning! Vision for engagement   !   Safe and supportive! Appropriate tasks   community! Ongoing assessment   !   Collaborative inquiry! Interactive strategies   !   Heterogeneous/diverse! Knowledge-building   groupings community !   Learner as explorer and!   Teacher as co-learner and discoverer coach Adapted from Jones, Valdez, Norakowski, and Rasmussen (1994). Designing Learning and Technology for Educational Reform. North Central Regional Educational Laboratory.
  • 25. Changes in learner services!   Services must be customized and responsive to the learner’s needs!   Learner services are emotional, not mechanical!   The importance of learner services as a valuable element of quality learning environments !  Herzberg’s Hygiene Factor Theory
  • 26. Strategies for Excellence
  • 27. Strategies for online educators!   Educate leaders about the changing needs of learners!   Develop rewards for the ‘scholarship of teaching’, (Boyer, 1990)!   Build opportunities for teachers and learners to collaborate!   Support development of citizen, professional and personal learning in social situations!   Encourage teachers who provide opportunities for learners to teach in low-risk situations
  • 28. Strategies for online educators!   Focus on building an entrepreneurial, ethical, and collaborative culture!   Establish partnerships and alliances across organizational boundaries!   Build wherever possible external and internal problem- solving strategies that involve key stakeholders!   Expand outreach to important communities!   Develop linkage strategies that enable new innovations to enter our organizations!   Facilitate the diffusion of innovation!   Increase paths of access to learning
  • 29. Strategies for online educators!   Integrate team-building, problem-solving, and critical thinking systematically throughout the curriculum!   Develop strategies for engaging learners in teaching what they are learning!   Connect learners with each other!   Connect learning with the learner’s previous experiences in every way possible!   Invest in developing teaching skills in the creative use of technology
  • 30. Strategies for online educators!   Conduct research regarding effective administrative and academic support functions !  responsiveness to diverse and individual students needs as a primary measure of overall quality of programs!   Build remotely accessible 24 hour, 7 days per week services in every way possible: !  computing support, library support, registration and records access, institutional information; handbooks and governance processes, etc.!   Develop personalized learning services accessible to all!   Create points of access and advocacy for learners
  • 31. Strategies for online educators!   Consider “appreciative inquiry” as an overall strategy for organizational change (Coopenrider; Watkins; Mohr) !  Discover !  Dream !  Design !  Deliver!   Appreciative inquiry is based on a deceptively simple premise: that organizations grow in the direction of what they repeatedly ask questions about and focus their attention on.
  • 32. The future!   Emerging Trends !  Benchmarking, Collaboration, Modular Degrees, Need-based Planning!   Indicators of Excellence !  Alignment, Leadership, Assessment, Curriculum, Support!   Indicators of Problems !  Poor Planning, Disconnection with Mission, Lack of Communication, Poor Financial Model, Poor Learning Model, Teachers and Students “on their own”
  • 33. Final thoughts!   Multiple levels of planning for quality !  Ie course, programme, institution!   Multiple perspectives of assessment !  Ie learners, faculty, employers, administration, society!   Assessment outcomes built into programme decision- making!   Broad-based planning and communication!   Continuous improvement built into the culture at every level
  • 34. knowing is literally something we do. John Dewey