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1o marts lo skolen


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Key note speech of Niels Erik Hulgard Larsen at the opening of the 25th ESP Conference, 2011, Elsinore

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1o marts lo skolen

  1. 1. CHALLENGES, POSSIBILITIES AND DEAD ENDS OF TOMORROW'S EDUCATIONAL SYSTEMor:Innovating education through hard labouror:Develop or get lost!<br />Niels Erik Hulgård Larsen<br />Chiefconsultant and lecturer, R&D, UCC<br />10-03-2011<br />NEHL/UCC<br />
  2. 2. Reflections based upon experiences from innovating the Danish public sector diploma programme of leadership<br />10-03-2011<br />NEHL/UCC<br />
  3. 3. Presentation<br />Areas of activity:<br />Internal and external consultancy work<br />Leadership training and organisational development<br />Coordinator for the partnership strategy between UCC and the communes in the region<br />Coordinator for the research partnership with Copenhagen Business School concerning school leadership<br />10-03-2011<br />NEHL/UCC<br />
  4. 4. About UCC<br />UCC was established in 2007<br />UCC is a self governing public institution awarding bachelor degrees and providing diploma programmes at bachelor levels and consultancy services for management and employees in the public sector. Parts of UCC operate on market terms<br />10-03-2011<br />NEHL/UCC<br />
  5. 5. About UCC<br />UCC has a strong brand and reputation concerning leadership development, evaluation, competence, and organisational development of schools and childcare institutions and their employees. <br />10-03-2011<br />NEHL/UCC<br />
  6. 6. About UCC<br />The cornerstone in all UCC research and development is the Knowledge Triangle. <br />The Knowledge Triangle refers to the interaction between Education, Research and Practice.<br />10-03-2011<br />NEHL/UCC<br />
  7. 7. Developing new knowledge together<br />Research and development at UCC takes place in a mutual collaboration and networking with external partners<br />Establishing and developing partnerships is a crucial part of UCC's aim to realize its fields of interest. Together with our partners we challenge and explore essential problem areas of professional education and daily practice<br />10-03-2011<br />NEHL/UCC<br />
  8. 8. The scene of the ‘crime'The Diploma Programme in Leadership<br />The programme has at present more than 1000 students, the majority with middle management positions within the public sector. <br />The programme is a natural product of the modernisation of the public sector. <br />Education of public managers is subject of considerable attention and political scrutiny.<br />Management and managerial development are made a focal point of welfare improvement. <br />10-03-2011<br />NEHL/UCC<br />
  9. 9. Corrosive thoughts <br />“Living a life of constant change.Every day means the turn of a pageYesterdays papers are such bad news”<br />Are we trying to solve todays and tomorrows problems with solutions of the past?<br />Avoiding set back by cutting of the past!<br />10-03-2011<br />NEHL/UCC<br />
  10. 10. Corrosive thoughts <br />Something is rotten …<br />The corrosion of knowledge <br />The bankruptcy of curriculum<br />The corrosion of professionalism<br />10-03-2011<br />NEHL/UCC<br />
  11. 11. The public sector: In limbo<br />Between solution and problem<br />In a structural state of crisis<br />Facing massive challenges of (re) prioritizing<br />Need for powershift and empowerment<br />Moving from poviding towards involving<br />The citizen as a coproducer <br />Need for citizendriven social innovation<br />10-03-2011<br />NEHL/UCC<br />
  12. 12. The corrosion of knowledge <br />We are living in a ‘hybrid world’ between modernity and post-modernity where knowledge, reason and rationality are heavily contested.<br />So is the very fundament - the established knowledge base and ‘ curriculum’ - of the academic and traditional professions <br />10-03-2011<br />NEHL/UCC<br />
  13. 13. The corrosion of professionalism<br />Traditional notions of professionalism have met criticism and are under heavy fire, accused of disempowering clients.<br />In the wake of New Public Management, new notions of professionalism have emerged under the banner of New Professionalism (NP).<br />The traditional concepts are challenged both from an increase in NP and a decrease in trust of the traditional professions. At the same time, the NP-model of professionalism is criticised for reductionism and managerialism. <br />10-03-2011<br />NEHL/UCC<br />
  14. 14. The magic formula:CSD+CSR<br />10-03-2011<br />NEHL/UCC<br />
  15. 15. The magic formula:CaringSharingDaring+/=Corporate SocialResponsibility<br />10-03-2011<br />NEHL/UCC<br />
  16. 16. Leading and managing change on the edge:Innovation with a sense that makes sense<br />Today<br />Daily Operations<br />Tomorrow<br />Development<br />Potentiality<br />
  17. 17. Why we did not lose our way<br />Brought the outside in as a driving force<br />Responsive and not reactive<br />Interacted with the market<br />Entered into ‘ collaborative competition’ <br />Faced and dealt with obstacles and conflicts<br />Kept a polycentric stance<br />Changed mindset and linked together innovation and an imperative need for change<br />We went Glocal!<br />10-03-2011<br />NEHL/UCC<br />
  18. 18. We went Glocal!<br />10-03-2011<br />NEHL/UCC<br />