eLearning Strategy - or Strategic eLearning?. Les Watson Pro Vice-Chancellor Glasgow Caledonian University email@example.com www.realcaledonian.ac.uk. Context. • Me • Technology • Market • Type of institution. Vision. It is the vision of GCU to be:
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or Strategic eLearning?
Glasgow Caledonian University
• Type of institution
It is the vision of GCU to be:
• Entrepreneurial in all that we do
• Innovative in programmes, learning, research, and KT
• Inclusive of all sectors of society
• Responsive to the needs of individuals, business and industry
It is the mission of GCU to be:
GCU will be entrepreneurial. We will change to be actively focused on exploring and creating opportunities to become Scotland’s most dynamic, confident, innovative, inclusive and responsive University, working in partnership with all our stakeholders in responding to and shaping their demand for our learning, research and consultancy services.
“In the next 30 years more people will gain formal qualifications through education than since the beginning of history”
Out of Our Minds p.21
“Employers are complaining that academic programmes from schools to Universities simply don’t teach what people need to know and be able to do. They want people who can think intuitively, who can communicate well, work in teams, and are flexible, adaptable, and self-confident”
Out of Our Minds p.52
Initially provide worse performance than existing productsext
Improve the performance of current products
The Innovators Dilemma 1997
“A.... primary reason given by University Boards of Trustees and Presidents for investing money and time in an expensive technological infrastructure over the decades is to ‘revolutionise’ teaching & learning.”
Cuban L. Oversold and Underused
Computers in the Classroom 2002 p.130
“As the evidence suggests, however, there has been, at best, modest to little impact on the teaching strategies commonly used.”
“When teachers adopt technological innovations these changes typically maintain rather than alter existing classroom practices”
Oversold and Underused - Computers in the Classroom p.71
“We found little difference in computer use between veteran and novice teachers, between those with and without previous technical experience, or between men and women.”
Oversold and Underused - Computers in the Classroom p.98
“From our research… these incremental changes in how teachers prepare for their lessons have occurred as a consequence of greatly enhanced accessibility to new technologies (especially computers).
Oversold and Underused - Computers in the Classroom p.96
“Epidemics are, at their root, about the very process of transformation. When we are trying to make an idea, attitude. or product tip, we’re trying to change people in some small yet critical respect: we’re trying to infect them and sweep them up in our epidemic, convert them from hostility to acceptance. This requires special kinds of people.”
Gladwell M. The Tipping Point 2001 P.166
Is about change amidst uncertainty
What are the options
for strategy formulation?
Options for strategy formulation
(from Mintzberg, Ahlstrand, Lampel Strategy Safari)
Cognitive/Learning mental process
Structure, skills, abilities
Application and pervasiveness
Design and configuration
• More Blackboard users on a single module than any other University in the UK
“Reform the environment;
Stop trying to reform the people.
They will reform themselves if the environment is right.”
“We shape our buildings,
and afterwards, our buildings shape us.”
“So much of management consists of making it difficult for people to work.”
Caulkin S. “Give more power to the people”
Observer management 28/09/03
• excellent customer service
• re-engineering delivery
• making best use of technology
• focusing the efforts of people
• Link to other strategies
• Set direction
• Focus on action
•Allow for intuition
• Allow for learning
“If you do what you’ve always done...
You’ll get what you always got”
Try theseCreative Destruction - Foster R. & Caplan S.Unleashing the Idea virus - Seth GodinWelcome to the Creative Age - Mark EarleOut of our Minds - Ken RobinsonJamming - John KaoThe Tipping Point - Malcolm GladwellStrategy Safari - Mintzberg et alThe Innovator’s Dilemma - Clayton ChristensenOversold and Underused - Cuban L.