After a lovely weekend (well Sunday) in Lynmouth it was back to work on Monday. Well back to the desk in my house. The office, not so much.
The coronavirus figures have started to creep back up, so we’ve been put into a new lockdown of sorts. Schools are remaining open, but people are been asked to work from home.
Met with my sector strategy colleagues on Tuesday and gave us a chance to catch up and chat about what we’ve been up to and what’s coming up.
Spent time working on a structure for the Data Matters 2021 conference. This conference is usually a physical face to face event, however, as might be expected with coronavirus, this time we will be running it as an online conference. This now only throws up some challenges, but also provides a range of opportunities. In addition to the structure I have been working on the types of sessions that could be run. As well as traditional sessions such as online presentations, I have been thinking about different kinds of synchronous and asynchronous sessions. I’ve also been wondering about pre and post conference sessions as well.
I started the week working through what I needed to do, and adding them as tasks to my JIRA boards. I had moved away from JIRA for task setting, as I was mainly working within Teams, but started to feel as my work widened that I needed some way of keeping up to date with what needed to be done. I use a combination of JIRA, Confluence and now Teams to ensure stuff that needs to be done gets done.
First year students at UK universities will be imminently beginning some kind of an on-campus experience this year. It will be unlike anything they, or staff working in HEI,s have ever experienced.
I was reminded of my post on community I wrote last month on how community will be difficult to build in bubbles and on hybrid courses.
With an online or hybrid programme of study, much of the building and developing of community is lost. There is no informal way to have a coffee and a chat before an online lecture in the same way that happens before a lecture in a physical space.
Did some internal work on our culture programme ready for an internal workshop I am participating in next week. I’ve always thought describing the culture is part of the challenge, and a shared understanding of those descriptions. Also then following up with more detailed expectations of the ways in which staff work and how the organisation will support this.
I remember in a previous culture and behaviours session I asked about the following statement which describes demonstrating a behaviour based on trust.
I keep people informed
I think one of the challenges with culture change, first what does this mean and importantly what does it look like? One person’s keeping people informed is very likely not going to be the same as someone else’s perspective. So should we describe what this looks like so that staff are aware of expectations about keeping people informed. Also what support will the organisation need to provide to enable this, to make it happen and importantly keeping it happening?
Culture change is challenging, but it needn’t be slow.
So the week started with a 9am meeting, which was cancelled 15 minutes before it started… This seems to be happening a lot more in this new role than in my previous role. I appreciate that illness and other problems can result in the cancellation of a meeting at the last minute, but I find that a lot of the meetings I am scheduled to attend are cancelled for no obvious reason. Many times I have travelled, booked rooms, turned down other meetings or even events, then I find out that the meeting has been cancelled! I have started to notice patterns and I have started to de-piroritise certain meetings. What this means is that I have accepted them (sometimes tentatively) in my diary, however I will put in new meetings or events that clash when required.
Spent some time planning a series of knowledge calls for the Learning and Research Technical Career Pathway. These will involve looking at digital ecosystems, presentation skills and Jira training.
Our infrastructure people were running a drop in session for any Office 365 problems. I was having issues with adding Twitter to a new team in Teams. We want to use the Twitter App as we want to have tweets with a specific hashtag posted to the Teams stream. However it wasn’t working very well. When you added the Twitter app to the team it resulted in a connection error. My initial thought was that certain apps were being blocked, but that wasn’t the case. We solved this problem, thanks to the drop in SharePoint/0365 surgery. The issue appeared to be a corrupt team (well it was me, Lawrie and Andy McG so no surprises there then). The solution alas was to delete the team and start a new one. This was not too much of a hardship as it was a new team we created anyhow. So now we have a nice shiny new team to which we can add apps.
Thursday I was off to Hatfield, with the University of Hertfordshire Value Study starting on Friday at 9am there was no practical way of getting there in time travelling up in the morning, so I went up the day before. This job does require a fair bit of travelling, I have been to Scotland, Ireland, across England, Wales and event Brittany in France. I generally (now) go to London about once a week. There was one week where was there for six days in a two week period, so travelled up and down a lot on the railway. I am lucky in that we have a great team for booking travel and accommodation, which makes life a lot easier. In a previous job, there was no such luxury.
Friday was all about the first day of the University of Hertfordshire Value Study. A 9am start and a 5pm finish, meant that the day was long and quite tiring (especially combined with a 150 mile drive home afterwards) but rewarding. We covered a range of topics, with a focus on the Janet network and the supporting services. I delivered a session about the Intelligent Campus describing how our R&D work supports the sector through community events, guides and blog posts and a mailing list.
These have been used for Hertfordshire in their smart campus plans.