Tag Archives: strategy

Top Ten Blog Posts 2018

This year I have written only 17 blog posts, in 2017 it was 21 blog posts, in 2016 it was 43 blog posts, in 2015 I wrote 24 blog posts. In 2014 I wrote 11 and in 2013 I wrote 64 blog posts and over a hundred in 2012. In 2011 I thought 150 was a quiet year!

Do signs work?

The tenth most popular blog post in 2018 was asking So do signs work? This article from 2013 described some of the challenges and issues with using signage to change behaviours. So do signs work? Well yes they do, but often they don’t.

The post at number nine was my podcast workflow, published in 2011, this article outlines how and what equipment I use to record the e-Learning Stuff Podcast. This is only one way in which to record a remote panel based podcast, and I am sure there are numerous other ways in which to do this. I have also changed how I have recorded over the two years I have been publishing the podcast due to changes in equipment and software. It’s probably time to update it, though I am not doing as much podcasting as I use to.

Dropping three places to eighth was 100 ways to use a VLE – #89 Embedding a Comic Strip. This was a post from July 2011, that looked at the different comic tools out there on the web, which can be used to create comic strips that can then be embedded into the VLE. It included information on the many free online services such as Strip Creator and Toonlet out there. It is quite a long post and goes into some detail about the tools you can use and how comics can be used within the VLE.

The post at number seven, climbing one place, was Comic Life – iPad App of the Week. Though I have been using Comic Life on the Mac for a few years now I realised I hadn’t written much about the iPad app that I had bought back when the iPad was released. It’s a great app for creating comics and works really well with the touch interface and iPad camera.

Sixth most popular was a post from 2018, called “I don’t know how to use the VLE!” This blog post described a model of VLE embedding and development. This post was an update to the model I had published in 2010.

In at number five, is also a post from 2018, Why does no one care about my digital strategy? This post described some of the background to the leadership briefing I wrote with Lawrie Phipps on the digital lens.

digital lens

Holding at fourth, is Can I legally download a movie trailer? One of the many copyright articles that I posted some years back, this one was in 2008, I am still a little behind in much of what is happening within copyright and education, one of things I do need to update myself on, as things have changed.

Dropping one place back to third, was Frame Magic – iPhone App of the Week, still don’t know why this one is so popular!

FrameMagic - iPhone App of the Week

Back in 2015 I asked I can do that… What does “embrace technology” mean? in relation to the Area Review process and this post was the second most popular post in 2018, last year it was in sixth place, so it’s getting more popular.

Once again, for the sixth year running, the number one post for 2018 was the The iPad Pedagogy Wheel.

The Padagogy Wheel

I re-posted the iPad Pedagogy Wheel as I was getting asked a fair bit, “how can I use this nice shiny iPad that you have given me to support teaching and learning?”. It’s a really simple nice graphic that explores the different apps available and where they fit within Bloom’s Taxonomy. What I like about it is that you can start where you like, if you have an iPad app you like you can see how it fits into the pedagogy. Or you can work out which iPads apps fit into a pedagogical problem.

So there we have it, the top ten posts 2018.

Drawing some pictures at #altc and beyond

Keynote: Bonnie Stewart – The new norm(al): Confronting what open means for higher education

Over the last few years I have been, rather than taking notes in the keynotes (and other sessions) at the ALT Conference #altc drawing pictures. This is sometimes called sketchnoting.

My sketch notes are really for me, rather than other people. The process of sketching allows my to digest for myself what is been talked about and demonstrated. The sketch note provides me with a mechanism that provides a process for my interpretation of what is being said and what I understand from the talk. The process of sketching engages me in the talk in ways in which note taking does for others, or conversing on the Twitter. They are not done for other people, if other people find them useful then that’s just a bonus. Having said that I do share them online, through Twitter (and Flickr).

Continue reading Drawing some pictures at #altc and beyond

Time is a solution…

time

Is time the solution to the problems we face in education?

It can be nice to have the time to do new and interesting things, but the reality in which we live, work and learn, is that time is limited and we don’t have the time to do everything we want to do.

I was brought into an interesting Twitter conversation last night in which Sue Watling referenced my blog post about why I don’t have a dog.

The preceding discussion was about staff and that lack of time was a major barrier to engagement and how institutions failed to recognise the time required to adopt new practices and learn to do things in different ways, whether that be through the use of technology, or different teaching practices.

The problem appears to many to be a lack of time.

“I don’t have the time.”
“When am I suppose to find time to do all this?”
“I am going to need more time.”

Therefore the solution is more time.

However is time the solution to the problem?

Well it is a solution to the problem of not having enough time.

I don’t have the time to do this… so giving people the time is the right solution?

Messages go back to “management” that lack of time is the problem and if only they would provide more time the the problem would be solved. The management response, as expected would usually be there is no extra time.

I would question though is the problem one of lack of time?

Once we focus on time as a solution, we lose sight of the actual problems we are trying to solve. Sometimes we need to go quite far back to really understand the problem we’re trying to solve.

One example is the use of the VLE, staff say they don’t use the VLE because they lack the time to use it, and don’t have the time to learn how to use the VLE.  It could be anything, not just the VLE it could be lecture capture, the Twitter, or even active learning, project-based learning, the use of active learning spaces. However for this post I am going to use the VLE as an example.

So the solution to people not using the VLE is giving them time… Time is once more the solution to a problem. However is not using the VLE the real problem, why are we thinking of the VLE as a problem to be solved? The VLE isn’t a problem, it’s a solution to different problems or challenges.

It can be useful to back track and focus on what and importantly why you are doing something and then frame the conversation within that, rather than the couch the solution as a problem.

Time isn’t a problem.

The VLE isn’t the problem.

So what’s the problem then?

You would hope that the VLE is seen as a potential solution to institutional challenges such as improving achievement, widening participation, accessibility, inclusion; these are often quite explicit in institutional strategies.

How can we provide access to resources, additional materials, links to students? We know discussing course topics and collaborating on problems improves student outcomes? How can we do this in a way which is accessible at a time and place to suit the students at a place of their choice?

Often that’s the problem we’re trying to solve.

The VLE is an ideal vehicle to make that happen. The problem is that use of the VLE becomes detached from the actual problem and becomes a problem in itself. We ask staff to use the VLE, often without adequately explaining why it is being used as part of the strategic direction of the organisation. The result is that the use of the VLE is now seen as an extra, something additional, so compared to the other priorities set by the institution, it is a low priority.

This also happens with other changes in the organisation, the introduction of new teaching methods, or new learning spaces. If the change rhetoric is isolated from the strategy, then the change becomes a problem to be solved, we don’t see the change as solving a different problem.  So can we blame people for wanting time to do stuff, when they see this stuff as an extra, an addition to the work they are currently doing.

clockwork

We also know that when people say they don’t have the time, or they need time; what they are actually saying and meaning is…

It’s not a priority for me, I have other priorities that take up my time.

Priorities in theory are set by the line manager, who is operationalising the strategic direction and vision of the institution.

There are also personal priorities, which can be in conflict with institutional priorities. Your institution may want to present a single external voice, but then there are staff from across the institution who want to use Twitter.

Using a digital lens as outlined in this blog post and paper provides a simple method of couching potential digital solutions such as the VLE to solve the strategic challenges set by the institution.

So the next time someone says they don’t have the time, stop, reflect on what you are saying and maybe seeing solutions as problems, and focusing on the actual challenges that the institution is trying to solve.

Why does no one care about my digital strategy?

lens

So have you ever been tasked with writing a digital strategy? Do you know where to start? Do you know what is going to ensure it will work and be successful.

So if you are tasked with writing a digital strategy, you could write it in isolation, but prepare for it to be a low priority for people higher up. Also expect people in other directorates or departments to ignore it as they focus on their own strategies.

Jisc have recently published a leadership briefing written by myself and Lawrie Phipps. A key aspect is aimed at those tasked with writing strategies, where we argue that in order to get stronger “buy-in” there is a need to apply digital lens to all strategies.

Jisc Senior leaders’ briefing paper

The paper proposes the concept of using a digital lens when approaching strategy, practice and process. The lens is made up of different aspects that need to be considered when applying digital to existing and intended structures.

digital lens

It is necessary to identify which element will be looked at in digital contexts – for example, a particular teaching practice. Different digital options should then be explored to gain a thorough understanding of the range of possibilities. The benefits and risks of each possibility should be carefully weighed before deciding to deploy. As with all change, it is important to reflect and evaluate the nature and impact of the changes caused by the incorporation of digital.

There is a history of people talking about applying a lens to stuff, to look at things differently. To give a different perspective on what has been written or talked about. These are sometimes called strategic lenses and can cover different area such as design, customer focus, resources, cultural amongst others.

lens

In this blog post I want to reflect on my own experiences in designing, developing and writing my own digital strategies. My initial frustrating experiences with a strategy that took a lot of my time which was then ignored, well certainly felt like it was ignored. It was almost a tick box exercise and the end result was the strategy was put into a lever arch file, put on a shelf until the following year when it would be reviewed, revised and published again.

As a TEL Manager in a college I was asked and I delivered a digital learning strategy, well back then it was called the Information and Learning Technology or ILT strategy. Historically it had come about because of funding from Becta to colleges was given on the basis of colleges writing an ILT strategy. This was often distinct from the IT strategy. The IT strategy was usually focused on the technical infrastructure to support the college business, whereas the ILT strategy was focused on the embedding of technology into teaching and learning. What often happened though was that both strategies weren’t linked together and weren’t always linked to the corporate strategy, of if they were those linkages weren’t always clear.

The end result was that sometimes these strategies were at odds with each other.You had an ILT strategy was advocating a student BYOD policy and the IT strategy was clear that non-organisation devices could not be connected to the wireless network.

Clicker

It wasn’t just the IT strategy, I am aware of heated discussions between managers, where the ILT strategy was advocating a student BYOD policy and the Estates strategy was clear that non-organisation devices could not be plugged into the power sockets.

On top of all this was the core corporate strategy that was focused on something completely different.

I remember my ILT strategy talking about the use of the VLE by students and that all courses would have a presence on the VLE. Sounds fine, but academic staff didn’t see that as a priority, because the corporate strategy was talking about, widening participation, improving teaching and learning, and better student outcomes. Staff saw the improvement of teaching and learning as a priority, they saw using the VLE as something extra, more work so a) didn’t use it b) would often say they didn’t have the time (which we know now means they didn’t consider it a priority). So a lot of my time was taken up “selling” the use of edtech. What I didn’t realise at the time was that what I often was doing was applying a digital lens to the existing strategy in order to “sell” the VLE or other edtech to academics. I would talk about how the VLE would enable them to “improve” teaching and learning, could be used to “widen participation”. I started to realise that having a strategy focused on tools was never going to be successful, one which focused on outcomes would be easily understood by managers and staff, and more easily achieved.

In a later role I had to write a combined IT, Libraries and Learning Technology strategy. We were being supported by an external consultant and I do remember one of the key things she said was that anything in our departmental strategies had to stem from the core corporate strategy.

A typical IT strategy will often say something like this:

Enable a secure, robust and stable network.

What this does is focus the minds of the IT and network teams to ensure that the network has high resilience, low downtime and is secure. As a result when academics and learning technologists want to try something new, they are “refused” because it could impact on the security and reliability of the network. Over the years I remember many times being told we couldn’t use this tool, access this service, because of the “importance” of enabling a secure, robust and stable network.

The problem was that the corporate strategy said

We will develop and deliver high quality teaching and learning, across a wide range of subjects and qualifications.

This meant developing new ways of teaching and improving learning. Academics wanted to try new and innovative practices, but the IT strategy was acting as a barrier.

If the IT strategy was linked to the corporate strategy and said:

Enable a secure, robust and stable network to allow high quality teaching and learning through the use of technology.

What this does is focus the minds of the IT and network teams to ensure that the primary focus and use of the network is on allowing innovative use of technology for teaching and learning. Yes they still need to ensure that the network is secure, resilient and stable, but their primary focus will be on ensuring that teaching and learning can make effective use of technology.

Any departmental or methodology strategy should always link back to the organisational strategy and how the objectives and actions will support the organisational strategic aims.

So how do you do that then?

Well that’s where the lens comes in.

So if you are tasked with writing a digital strategy, you could write it in isolation, but prepare for it to be a low priority for people.

If you apply a digital lens to the corporate strategy, you can demonstrate how digital technologies can enable that strategy. So rather than talk about how you are going to increase the use of digital technologies, the strategy talks about how the use of digital technologies will enable the strategic aims.

The leadership briefing we published provides a mechanism on how to do just that. The next stage will be to distill the strategy into an operational plan, again applying a digital lens will demonstrate and show how digital technologies can be an enabler and not a barrier.

I don’t have a dog #altc

CC BY 2.0 JD Hancock https://flic.kr/p/732b7n
CC BY 2.0 JD Hancock https://flic.kr/p/732b7n

Dogs can be wonderful pets, or so I have been told.

So ask me do I have a dog?

The answer is no.

Now ask me why I don’t have a dog?

I don’t have the time!

wandelen langs de vloedlijn
CC BY-NC 2.0 Gerard Stolk

Over the last twenty years or so when learning technologists and others interested in embedding the use of digital technology to enhance and enrich teaching, learning and assessment, the one “problem” that arises again and again is that people don’t have the time.

I have been supporting staff for many years in the use of learning technologies, all the time when I run training sessions though I hear the following comments:

“I don’t have the time.”
“When am I suppose to find time to do all this?”
“I am going to need more time.”

Time appears to be a critical issue.

Even more recently running a workshop I asked people to identify the main barriers to embedding learning technologies and the answer everyone came back was, time!

I have written and spoken about this issue time and time again.

A long time ago, back in 2004 I presented at the Becta Post-16 e-Learning Practitioners Conference on the Myths of Time.

In 2007 I managed to find the time to spend some time talking about time on the blog and wrote a post about time.

Now ask me again why I don’t have a dog?

I don’t have the time!

On The Streets of Vilnius
CC BY 2.0 FaceMePLS https://flic.kr/p/a7RLz7

I am aware that there are quite a few people out there who have a dog, and they seem to find the time to have a dog.

It certainly takes time to have a dog, time to walk it, time to stroke it, time to bath it, time to walk it again. When I am out and about see people walking their dogs and I believe that you have to walk a dog everyday. Where do people find the time for that?

Correct me if I am wrong, but dog owners have the the same amount of time as everyone else. They don’t live in some kind of timey-wimey temporal reality that gives them more time than anyone else.

So if they don’t have more time than anyone else, how do they find the time to have a dog? I don’t have the time to have a dog, why do they have the time?

And don’t get me started on the resources and costs of having a dog….

We know people who have dogs don’t have more time, but they like to spend time to have a dog. Therefore they must prioritise having a dog over other things they could spend time on. For them having a dog is a priority.

Now ask me again why I don’t have a dog?

It’s not a priority for me, I have other priorities that take up my time.

Gent beweegt!
CC BY 2.0 FaceMePLS https://flic.kr/p/9G1Ttf

So when you talk to teaching staff about learning technologies, and they say they don’t have the time, or they need time; what they are actually saying and meaning is…

It’s not a priority for me, I have other priorities that take up my time.

This also explains why some other staff find the time to engage with learning technologies, they find the time, as they see it as a priority.

So how do you make the teaching staff prioritise or raise the importance of something that they see as a low priority or unimportant so that they feel they can’t spend time on it.

One thing that does get forgotten, is that everyday we use technology to make our lives easier and to save time. Often learning technologies can be used to make our lives easier and importantly save time.

Often we are so busy being busy that we don’t take the time to think about those tools and processes which could save us time.

So another question ask me why having a dog is not a priority for me?

Well that depends on who sets the priorities in my home, looks at his wife and children…. Even if I was the person setting the priorities, what I would be doing would be looking at everything else I was doing, prioritise them and spend time on those things. I may do that in a planned manner, the reality is that this is probably a more sub-conscious activity.

However if the household decided that we should get a dog and my objections about the lack of time were ignored, then we would get a dog and I would need to find the time, prioritising the dog over other things I considered to be a priority. Now I am sure a few dog owners out there would tell me how wonderful having a dog is, and maybe this would be something I would discover by having a dog. This can be an issue, I may hate having a dog!

You can take analogies only so far…

If people are concerned about the issue of time when it comes to using and embedding learning technologies then they are probably more likely concerned about how this will fit into their other priorities. So ask the question, who is responsible for setting the priorities of the teaching staff in your institution? Is it the teaching staff? Is it the executive team? Is it the teaching managers? Unlikely I would have thought to be the learning technologists

So if you are facing the real issue when talking to teaching staff of them responding that they don’t have the time, maybe you are talking to the wrong people! Or the wrong people are talking to the teaching staff.

Priorities in theory are set by the line manager, who is operationalising the strategic direction and vision of the institution. If digital is not a strategic priority can we be surprised that staff within that institution don’t consider it a personal priority.

How do you make digital a strategic priority? Well that;s another blog post, which I don’t have the time for at the moment, I have to walk the dog.

ocTEL: Activity 1.2: Reflecting on strategies for Learning Technology

Keyboard

This week on ocTEL one of the activities is to reflect on strategies for Learning Technology

Activity 1.2: Reflecting on strategies for Learning Technology

This activity is about strategy and how you or someone in your role might contribute to a strategy for using Learning Technology in face to face, blended or online learning context.

A: If you have your own example, reflect on the following questions…

I am currently in the process of writing a new strategy for Activate Learning, this is still a work in progress, with further consultation. So for the purpose of this activity I am going to reflect on the ILT (Information and Learning Technology) Strategy I developed and wrote for Gloucestershire College.

Did you contribute to the strategy, if so, in what capacity?

I was responsible for the strategy, both in terms of development and delivery.

Is the main focus of the strategy on Learning Technology, or if not, what is its main focus?

The main focus was not on learning technology, but on learners, and specifically, outcomes for learners.

How often is it reviewed and is it flexible enough to adapt as things change?

It was a three year strategy. For me it was important that the focus was not on specific technologies, as this wouldn’t provide the flexibility required. By not naming technologies, it would enable the college to take advantage of new technologies and innovations as they arrived on the scene.

The strategy also had a specific section on innovation to ensure that the college could adapt as things change.

A strategy also needs to be a living document, not a static constraint on innovation.

Does the strategy impact on your practice and if so, how? If not, why?

A strategy in itself, will do very little. It needs to be followed up with an operational plan.

Finally, if you were to provide input to a new version, what, if any, changes would you make to it?

The key change I would make, would be to build on the teaching, learning and assessment strategy. If possible the strategies would be worked on together.