On Monday I was still on leave, so it wasn’t until Tuesday that I was back at work and then it was off to London for some meetings. I had expected a fair few e-mails in mu inbox, but in the end there was just over eighty. I managed to clear them all by 2pm (including all the extra ones that arrived after I started). I follow an Inbox Zero approach which works well for me.
There were a few other online places to check as well, Teams, Yammer and Slack. I also checked my Jira boards as well.
After being away on leave I find it usually takes me a day or so to re-adjust to work mode, catch up with what I am doing, what I have missed and what I need to do, including those urgent things. I haven’t yet found a quick way to do this. So when attending a 9:30am online meeting in Teams that morning, I wasn’t really in the zone… It certainly didn’t help that I was trying to attend the meeting whilst travelling at 125mph on a train. The connectivity wasn’t great, and as a result I missed some stuff, sometimes people sounded like a Dalek and the latency issues meant that I was unable to participate fully.
Wednesday morning saw me in the Bristol office attending various meetings in my role as Head of HE and Student Experience. Various items were discussed both external facing topics as well as internal processes.
After a morning in the Bristol office it was up North to Liverpool where I am recording a podcast on the following day.
Thursday I was in Liverpool recording a podcast with John Cartwright at the University of Liverpool, no spoilers, but we discussed a range of topics and issues on digital, data as well as the student experience. We had a really good conversation and I hope this is captured in the podcast recording. I will link to the podcast once it is published.
Reflecting on that conversation on the way home, I was conscious about how some universities approach change. Often the focus is on a small number of big effort improvements, large changes, as opposed to a large number of small effort quick changes. Often organisation prefer big change, as it is often linked to strategy. It can be easier to ask for larger sums of money for high profile projects than lots of smaller sums for projects which will result in a small improvement.
I was reminded of marginal gains analysis. The marginal gains theory is concerned with small incremental improvements in any process, which, when added together, make a significant improvement.
Can the same be gained though one big improvement? Something for further reflection.
Friday I was back to the Bristol office for various calls and meetings. One of the things I have been working on was a roadmap to Education 4.0, which is proving somewhat challenging.
My top tweet this week was this one.
— James Clay (@jamesclay) August 22, 2019