14 February 2017 Leave a comment
I’ve been working with a group of colleagues across the Open University in a very collegiate spirit to develop a coherent Vision and Plan for Learning and Teaching. We are also developing a vision for our leadership in digital innovation which is complimentary. We are doing this at a time of unprecedented change for UK Higher Education, not simply because of the HE Bill and TEF and the changes those bring with them (N.B. despite the OU not entering TEF this year we still have a lot of work to do lobbying for changes, supporting the four nations agenda and national policies and preparing for the time when we will enter TEF which involves collecting and interpreting data to better differentiate part-time learners, their prior experience/level of knowledge and their learning gain) but also the wider changes resulting from the UK’s exit from the EU and implications from changes in U.S. policy. This makes it challenging to construct a vision that is both grounded but is also fixed on the far horizon and so can guide actions for transformation.
As far as Innovation is concerned we’ve been looking to the Educause “Building a Culture of Innovation in HE: Design and Practice for Leaders” as a tool to help us identify areas to prioritize. There are a series of near horizon and far horizon goals that we wish to achieve through this process. Near horizon goals aim to improve the current system of learning and teaching at the OU, while far horizon goals simultaneously build the conditions from which a new system can emerge (figure 1).
Figure 1 – Shifting from Improvement to Innovation (extracted from Educause “Building a Culture of Innovation in Higher Education: Design and Practice for Leaders”)
There is element of crystal ball gazing to all of this endeavour (although some market research and academic research is also involved). I was taken with this recent post by Joshua Kim for Inside Higher Ed which resonates with some of my feelings around HE. It’s called Why Our Higher Ed Transformation Crowd Should Read ‘The Upstarts’ and emphasizes that the antecedents for transformative change are rarely understood in advance. We can create the conditions but we cannot imagine the impact (or not).
All this work has come to the attention of others in high places and so I am having my own personal transformative change. I’m leaving my role as Head of Incubation at the end of this month to take up a new role as Head of Strategy and Policy (including a continued responsibility for co-ordination of incubation/innovation). I’m going to miss the Learning and Teaching Development team which includes the Learning Design team that I’ve been managing for the past few months, they are great people doing fantastic but hugely undervalued work.
This change consequently means an alignment and co-ordination of the Learning Design and TEL-Design (Technology Enhanced Learning Design) teams to have a coherent organisational approach and vision for Learning Design and clear ownership and responsibility for aspects of LD under Rebecca Galley (Head of TEL). We are also defining the homes for enabling elements for LD including data which is becoming increasingly valuable for decision making.
From next month I’ll be managing the Strategic Planning and Policy team. I will also be moving away from the academic side of business and from the Institute of Educational Technology to focus on this new role within the Learning and Teaching Innovation Portfolio. I’m also in my second week of the Masters course in Online and Distance Education to better understand the theory around what I’m doing. It’s a seriously well constructed course and I’m really enjoying my tutor group chats. I think I’m becoming slightly addicted to this online learning thing but I’ll see if I remain enthusiastic after my first exam!
Crucially though despite all the changes I’m keeping a hot desk in the Jennie Lee building so that I can continue to network with academic colleagues (..and steal their coffee and biscuits)!