Building Empires of Collaboration


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Presented by Larry Gould, Provost
Chicago, April 2012

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Building Empires of Collaboration

  1. 1. Building Empires of Collaboration: Aligning and Using the Social Web to Enhance Higher Education’s Value Proposition Larry Gould Stacey Smith and Chris Crawford Fort Hays State University Quality in Higher Education NCA HLC Annual Conference April 8-12, 2011 Chicago, IL 60601
  2. 2. Framing the Presentation’s Organizing Question Based on the understanding that Fort Hays State University’s (FHSU) primary value proposition remains the advancement of learning: WHY and HOW is FHSU moving forward on the opportunities provided by “open educational resources, emerging technologies and participatory pedagogies” to become a 21 st century university with enhanced and innovative traditional and virtual learning environments, improved logistics and more powerful business intelligence?
  3. 3. WHY move forward now? The Answer is Simple: The Advent of the Internet Both organizational and individual sources continue toerode higher education’s role as the gateway and keeper of knowledge “Only the Paranoid Survive” Andy Grove – Former CEO of INTEL
  4. 4. WHY Now? New and More Powerful Change DriversInside the Higher Education Industry: We Continue toTransition from the Age of Competition to the Age of Brands(FHSU is betting that “Quality is the Future”)Outside the Higher Education Industry: Emerging andIntensifying Social, Political, Global and Technological Pressures(Seven Revs, networks as the organizing principle for society andinstitutions, Middle East revs, from Gutenberg to Google to GPS)
  5. 5. The Value Proposition and Its Production Functions: The Industrial Age Teaching ParadigmFaculty-centered, lecture-centered, classroom-centeredCourse content designed and selected by a lone-ranger/craftsman belonging to an academic guildIndividual learning prevails/Collaboration the exceptionTechnology perceived as a static, neutral tool/just apply itFaculty workload and engagement obligations are for course and program responsibilities/not socially produced and distributed learning* See Barr and Tagg, 1995, Nov-Dec., “From Teaching to Learning—A New Paradigm forUndergraduate Education”, Change: The Magazine of Higher Learning, 27 (6), 12-25.
  6. 6. The Value Proposition and Its Production Functions: The “Wikinomics” Paradigm*Collaborative learning** Dominant pedagogy: Socially-constructed/Discovery-driven Self-paced personal learning environments (think Edupunks, Edupreneurs and the Transformation of Higher Education by Anya Kamenetz, 2010) Faculty as mid-wives of an emergent learning process Content co-creation and collaborative process with the “intentionality” on process and student engagement *Tapscott and Williams, Wikinomics, 2008 *Surowiecki, The Wisdom of Crowds, 2005 **Tapscott and Williams, Educause Review, Jan-Feb, 2010
  7. 7. The Value Proposition and Its Production Functions: The “Wikinomics” ParadigmCollaborative knowledge creation (Tapscott and Williams, 2010) Social media tools and processes provide an “accessible, empowering, dynamic, communally constructed framework of open materials and platforms” on which you can run the university (emphasis on logistical processes, efficiency and effectiveness rather than student learning outcomes) Collaborative tools and processes serve as business intelligence generators Drives content exchange, collaboration, co-innovation, collaborative learning and connectivity locally, between institutions and on a global scale Monitoring participation and use of social media analytics are essential
  8. 8. HOW is FHSU Taking Advantage of this Emerging Revolution in 21st Century Learning and the Tidal Wave of Social Media Networking Tools and Approaches?By developing and implementing a real-time strategic plan driven by two systemic trends/imperatives--- (1) the increased freedom of learners to access, create and co-create content; and (2) “the opportunity for learners to interact with each other outside of a mediating agent.” (Siemens & Matheos, 2010)
  9. 9. A Real-Time Strategic Plan for the Institutional Use and Leveraging of Social Media Networking ToolsStrategy is about direction. FHSU is moving in the directionof developing an institutional ecosystem/platform ofcollaborative processes and tools to enhance and leveragelearning, business intelligence and logistical operationsThe organizing principles of the plan—collaborativelearning and collaborative knowledge creation—and theassociated social media tools---will be used to fosterentrepreneurial, innovative, and risk-taking behaviors in sixdifferent audiences across campus and beyond (see excerptedFHSU strategic plan pages)
  10. 10. A Real-Time Strategic Plan for the Institutional Use and Leveraging of Social Media Networking ToolsPlanning Audiences/Targets for Socially-Produced Learning Potential On-Campus Students Current On-Campus Students Potential Online Students Current Online Students Alumni Friends of FHSU
  11. 11. A Real-Time Strategic Plan for the Institutional Use and Leveraging of Social Media Networking ToolsThe vision of an institutional social media ecosystem/platform becomes one ofseveral devices to help FHSU realize the entrepreneurial potential of its brandpromise “forward thinking, world ready.” Strategic themes like undergraduateresearch, internationalization and learning for democracy are facilitated by usingthis digital mashup/platform of tools to create “empires of collaboration”(eCitizenship initiative)The institutional strategy, in addition to college and program tactics, isessential because FHSU needs to integrate and leverage the social media toolsand collaborative knowledge creation (content) currently taking place instrategic budget units throughout the organization (see Indiana and IIllinoispages/also CUNY, NCSU and Bates).
  12. 12. The Dynamics of Engagement, Leverage and Integration Drive the StrategyEngage the social media usage preferences of six targetedaudiences (current on-campus, prospective on-campus, currentonline, prospective online students, alumni and friends)Leverage the information to address the learning mission ofFHSU and create knowledge for planning and operationsIntegrate and aggregate (Google?) budget unit professional andpersonal uses of the social web into an institutional learningcommons for further collaborative learning and knowledgecreation
  13. 13. A Real-Time Strategic Plan for the Institutional Use and Leveraging of Social Media Networking Tools: Some Early Action Plans and Digital TacticsNew Faculty Workshop: Integrating Emerging Technologies andPedagogies of Engagement into the Course/Learning Design ProcessCreation of Reusable Learning ObjectsFacebook Planning Guide for DepartmentsRethinking and Recentering Mobile, Social and Local DigitalTacticseCitizenship and Service Learning for both traditional anddistance education students
  14. 14. Critical Success Factors for Leading and Managing the FHSU Plan in Real-Time CONTEXT CULTURE PROCESS METRICS PEOPLE POLICIES The Social Media Management Handbook, Smith, Wollan & Zhou, 2011
  15. 15. Some Final Observations and Points to Ponder1. Institutions with Distance Learning Operations Should Be Able to “Bridge” the Transition to Mass Collaboration Sooner and More Cost-Effectively (there are declining costs in already having experience with collaborative learning)2. You Should Not Have to Throw Out the Baby With the Bath Water (Multiple Models will work and Traditional Learning Environments can be augmented with the Social Web)
  16. 16. Some Final Observations and Points to Ponder3. There are “Paradoxes” to be Recognized (e.g. faculty will use the technologies to continue their current approaches to learning, Boyerization emphasizes individual work, etc.)4. Need it be said? It’s about the re-imagination of learning; not the technology!
  17. 17. Questions? Thank You For slideshow and more: Teacher-Scholar Journal: