Tag Archives: transformation

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Transformation and all that

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Image by Gerd Altmann from Pixabay

As we discuss and talk about digital transformation, it becomes apparent very quickly that digital transformation is not about digital causing transformation. It’s not as though if you invest in digital and online technologies that therefore you will be (magically) transformed.

When discussed digital transformation, it is probably best explored as transformation which is enabled by digital technologies.

I have written before about this, two years ago I published a blog post, called Thinking about digital transformation which I used to discuss and reflect on my then thinking about digital transformation.

Well, I have been thinking about what we understand mean by digital transformation and in some discussions, I have been using different kinds of explanations to explore what I see and understand digital transformation is.

In the post I draw out that merely making something digital, doesn’t mean you have transformation. The example I used was about the authorisation of leave.

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When you start to think about this digitalised process, using a bespoke system, over spreadsheets or pieces of paper, you may think of this as transformative. However, when you did deeper, there is still that same old authorisation process there.

I concluded…

The digitalisation of the HR system only becomes transformative when you actually look at and transform the processes and the thinking behind those processes. You need to transform the process; the digital HR system enables that transformation. Simply digitalising your HR system results in less benefits than if you transform the organisation and use digital technologies to support that process of transformation.

Here we are two years later and re-reading the blog post, much of what I wrote still stands up. In some cases the technology has moved forward already.

I wrote…

Now looking further forward, could you use artificial intelligence (AI) to learn from leave request, rejections and authorisations to have a better idea of when there are potential pinch points…

There was this Gartner article on AI in HR which was published last year.

AI will have an effect on the work conducted by the HR function, across the employee life cycle. This impact includes HR operations and service delivery, recruiting, learning and development, and talent management.  In a first step, AI will lead to new sets of employee expectations about how employees interact with HR and HR technologies. Over time, this shift will lead to rethinking the purpose and structure of individual HR roles and teams.

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I also mentioned the cultural challenges that existed.

When I first started asking this question a few years back, I was quite surprised by the resistance to the idea of a system or an individual self-authorising leave, and it got to the point where often the discussion would just fall down. Culturally people (okay managers) were struggling with the concept that they no longer had the power to authorise leave or not.

These are still very much here. I recently attended UUK’s Survive or thrive? Grasping the financial sustainability challenge event and the cultural challenges were echoed there as well.

We need to apply all the innovation, creativity and business acumen across the sector and beyond and grasp the nettle to find solutions to the big questions.

In one session it was clear that the technological or digital solutions were there already, what was holding back the transformation was the cultural and people issues.

In the past we may have wanted to transform, but we didn’t have the necessary tools to make that happen. Today we have the tools, the question is, do we have the will?

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Omicron is here!

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Image by Engin Akyurt from Pixabay

Things move quickly when it comes to Covid variants and infection rates. Yesterday saw the highest recorded infection rate for Covid so far. With rates doubling every two days, in theory the entire population of the UK will be infected by early 2022 due to the exponential growth of the infection rate.

It was only a couple of weeks ago that I published a blog post, Omicron on our doorstep, time to prepare for another lockdown, that said:

What we do know about the Omicron variant is that it is highly transmissible and with some of the population deciding to refuse to wear masks, I think it will only be a matter of time before we see rising infection rates and the possibility of another lockdown.

We now have new restrictions in place, with advice being to work from home and we have to wear masks on transport and in retail outlets.

Despite the government insistence that there won’t be a lockdown, universities do have a responsibility to their students for their health and welfare.

It was only at the beginning of November that I wrote about the possibilities of in-person teaching now that 90% of university students had had at least one Covid jab. Of course this means that many students are not double vaccinated and very few will have or be able to have the booster. We do know from the evidence that the medical impact of Covid on young people is not as severe as it is on the older generation, however not all students are in that young age group and the staff they interact with are usually older as well.

We may not go into another lockdown situation, but are universities prepared to pivot again to online delivery and teaching?

I do wonder if any university designed their courses to be responsive (or as I called them back in the day hybrid).

With a responsive course, some sessions are physical face to face sessions. There are live online sessions and there are asynchronous online sessions. In addition there could be asynchronous offline sessions as well. You may not want to be online all the time!

Some sessions could be easily switched from one format to another. So if there is a change in lockdown restrictions (tightening or easing) then sessions can move to or from online or a physical location.

These responsive courses will allow universities to easily clarify with students about their experience and how they potentially could change as restrictions are either lifted or enforced. It helps staff plan their teaching and assessments to take into account the environment and changes to the situation.

Of course this is all challenging and makes many assumptions about staff digital skills and fluency, as well as their pedagogical capabilities. 

Designing an in-person programme of study is challenging enough, but if you have been doing for some time (as in years) you have some idea of what works and what doesn’t work. Despite the emergency response to the first lockdowns, it was evident from the discussion I had with academics that most found it very challenging to designing an online programme of study, it didn’t help of course that we were in the middle of a global pandemic. We know that the student experience for many students was poor, despite the fact that academic staff were working hard and were exhausted. Some of this was down to merely translating or digitalisation of existing in-person programmes to an online format, which we know can work, but in most cases loses the nuances of what made that in-person experience so effective and doesn’t take advantage fo the affordance of what digital and online can bring to the student experience.

What can be done is to prepare staff in the possible move to online, with support, guidance and importantly clarity about where to get help if and when studying moves online.

Support can take many forms, from the technical where something isn’t working. The application, how do I do this, using this tool? Also pedagogically, I want to do this, how do I do this online? Guidance is only part of the solution, access to help when required is also essential.

Finally now would be a good time to a manage student expectations and also what the university will expect from them.

Hopefully this surge in cases is controlled by changes in behaviour and mask wearing, and that the medical impact of Omicron is minimised through vaccination, boosters and the fact that it may not be as nasty as other variants. However not to prepare, just in case, would be foolish.

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Omicron on our doorstep, time to prepare for another lockdown

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discarded mask
Image by Roksana Helscher from Pixabay

It was only a couple of weeks ago that I wrote about the possibilities of in-person teaching now that 90% of university students had had at least one Covid jab.

One thing we do need to recognise though, is that the pandemic is far from over. We may not go into another lockdown situation, but are universities prepared to pivot again to online delivery and teaching? Hopefully we will start to see the light at the end of the tunnel, but we do need to be prepared, as that light may be further away than we think it is.

I also wrote

Also new variants can reduce the efficacy of the vaccines, as well as the fact that the efficacy of the vaccine declines over time.

On Saturday morning I was reading the news about the new Omicron variant of the coronavirus.

I posted this tweet.

By the afternoon the government announced that mask wearing in shops and on public transport would become mandatory again on Tuesday the 30th November.

The government also announced that face masks would be compulsory in educational institutions.

The measure, which applies from Monday, covers all education establishments including universities, as well as childcare settings such as early years care.

That light at the end of the tunnel now seems a litter further away than it did back at the beginning of November.

Zoom
Photo by Chris Montgomery on Unsplash

I also wrote in that earlier blog post:

We may not go into another lockdown situation, but are universities prepared to pivot again to online delivery and teaching?

What we do know about the Omicron variant is that it is highly transmissible and with some of the population deciding to refuse to wear masks, I think it will only be a matter of time before we see rising infection rates and the possibility of another lockdown.

So I ask again are universities prepared to pivot again to online delivery and teaching?

Are we in a better position than we were before?

Well much of those early teething issues will have been resolved, and people will have a better idea of what to do. However I still think we will see just more translation, or lift and shift of existing in-person practice to remote delivery. What we won’t see is the transformation to what is possible, taking full advantage of the affordances of online and digital delivery. With a lift and shift approach it shouldn’t be a surprise that we will see complaints from students, zoom fatigue and so on…

Hopefully the vaccination rollout and mask wearing will reduce the chance of lockdown, but I would still be preparing for the possibilities of another lockdown regardless.

weeknotes

Crisp – Weeknote #143 – 26th November 2021

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Image by Ulrike Mai from Pixabay

More leave this week, so again a shorter week.

I was asked to produce some crisp presentation slides, crisp as in sharp I believe and not ones on a savoury snack.

I have been working on a (revised) implementation plan for the HE sector strategy: Powering UK higher education at Jisc. This is very much about operationalising the strategy, so much so that I started planning a blog post about operationalising strategies based on the content of a session I use to run on the digital leaders programme.

lens
Image by 育银 戚 from Pixabay

I did write a blog post this week, Looking through that digital lens which is also based on a session from the digital leaders programme, the strategic work I have done with universities and working with Advance HE on a leadership session back in the summer.

The digital lens approach can enable effective and transformational behaviours to emerge by helping staff to understand and develop their capabilities and confidence in the context of their own work.

Looking at strategies through a particular lens isn’t a new thing, but as we move beyond the pandemic, the use of digital has become so embedded into practice and working that the concept of a separate digital strategy is no longer the option it once was for organisations.

I have spoken about transformation a lot over the last year, so it was interesting to read this article talking about the importance of transformation when it comes to embedding technology. Though it does talk about generational generalisations it does talk about transformation.

Faculty roles and the processes of teaching and learning are undergoing rapid change. Most faculty members did not seek careers in the academy because of a strong love of technology or a propensity for adapting to rapid change; yet they now find themselves facing not only the inexorable advance of technology into their personal and professional lives but also the presence in their classrooms of technology-savvy Net Generation students.

Then you find it was published fourteen years ago in 2007….

Ah well transformation can be slow.

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Wednesday I went to our Bristol office, though my train into Bristol was delayed by half an hour. That was something I haven’t missed during the pandemic.

I booked a meeting room for my calls, so I wouldn’t disturb others in the office. Still nice though to be back in the office now and again.

I had planned to go to the office on Thursday as well, however plans were changed at the last minute. Had some interesting discussions about thought leadership though it is a term I don’t like, the concept of articles and blog posts that inspire transformation is very much part of Jisc’s strategy. For me a coherent and planned approach that engages with our target audience is key, but easier said than done.

I was on leave on Friday.

My top tweet this week was this one.

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Phasing in and out – Weeknote #142 – 19th November 2021

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So this was my first full week back at work. Well I say that, but due to having to use a fair amount of leave  carried over from last year, I only worked three days this week. Still recovering from Covid this was actually a blessing as it meant I didn’t need to exhaust myself out.

I am spending time catching up with what’s been happening while I was off sick.

I went to the office on Monday, it was quite quiet. I am still phasing back into work (not quite a phased return, but certainly a slow return).

I worked from home on Tuesday and spent much of the day reading and writing.

I also headed to Bristol on Wednesday. I went in later and then met an old colleagues for drink after work, which was nice.

I wrote a few thought pieces this week.

I put down a few thoughts about transformation.

Success in digital teaching and learning is much about understanding about what is required for transformation to take advantage of the affordances and opportunities that digital can offer and not about taking what works in-person and making digital copies of existing practices.

I have written quite a bit about transformation and translation, but this post was more about the reasons why we more often just copy rather than transform.

The first Polish language dictionary (published 1746) included definitions such as: “Horse: Everyone knows what a horse is.”

One thing I have noticed working in further and higher education, is the assumption that everyone assumes that everyone knows what terms mean. The reality is that often there isn’t a shared understanding of key terms such as, digital transformation, digital university, online learning, blended learning, hybrid learning and so on…

I wrote another post about this shared understanding and working towards a clear (and shared) understanding.

The definition doesn’t need to be definitive, but the relevant stakeholders need to have clarity and a shared understanding of that definition.

At the beginning of the week I wrote some thoughts about student cameras.

During the pandemic there was a widespread culture of “cameras off” by students. As part of research we did,  in interviews, this was commented on by both staff and students. Staff felt that often they were talking to a blank screen as all the students had their cameras off and unlike in an in-person session they couldn’t see and read the students’ reaction to their lecture.

Though as the pandemic recedes (I know), maybe this becomes less of an issue for universities, but certainly going forward if universities are going to take advantage of the affordances of online and blended learning, the issue of cameras does need to be addressed.

My top tweet this week was this one.

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Transformation

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Photo by Philippe Bout on Unsplash

Universities have traditionally designed courses for in-person face to face teaching. This process is based on years of experience in delivering programmes of study to cohorts of students.

The pandemic and subsequent lockdowns required a rapid emergency response and there was a swift transition from in-person delivery to remote delivery.

Most of the time this remote delivery took the form of that traditional delivery format been converted (or translated) into a remote delivery format. It was not converted to reflect the opportunities that online pedagogy can bring to the table.

This was not unexpected, academic staff had to quickly respond, they didn’t have the time or the resources to design, develop and delivery excellent online teaching and learning. Often they would not have the requisite and necessary digital capabilities as well. The end result was a translation of teaching and learning rather than transformation.

Moving forward, there is a need to reflect on the skills and capabilities required to deliver on the possibilities of digital teaching and learning.

Digital skills are only part of the challenge. Jisc’s work on digital capability has demonstrated again the need for a more holistic approach to the use of digital tools and services.

As well as the technical skills required for the various tools that are available, other skills are also required. These are skills around curriculum design, pedagogy, creativity, production, and innovation. The pandemic demonstrated that the technical skills were relatively easy to acquire, however for the other skills, training, development and application are more complex and challenging.

Success in digital teaching and learning is much about understanding about what is required for transformation to take advantage of the affordances and opportunities that digital can offer and not about taking what works in-person and making digital copies of existing practices.

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Silver rain was falling down upon the dirty ground of London town – Weeknote #126 – 30th July 2021

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In a complete contrast to last week where I spent the week working from home and didn’t go into the office, this week I spent the first part of the week in our London office.

I had a (real) in-person meeting on Monday, so decided that I would take advantage of the fact and spend some time away from home working in London. This was the first time I had been to London for work since 13th March 2020.

I did think about travel and in the end booked a hotel in the west of London (Brentford) and drove down to London on Sunday evening, to find the news dominated by floods across London.

Where I was staying it was just light rain, so lucky me.

So Monday after a terrible hotel breakfast I caught the train into London. As might be expected with Covid-19 restrictions that breakfast at hotels might not be the same as they were pre-pandemic. However I was very disappointed with the small croissant, cappuccino in a paper cup, orange juice in a bottle and no butter! Just thankful that the hotel room had a Nespresso machine so I could at least have some more decent coffee.

As for the train journey I was surprised by how quite the train was, compared to Bristol where trains appear to be just as busy as they were pre-pandemic, the train to Waterloo was deserted.

I have travelled on South Western Railways before and pre-pandemic they were always busy and during rush hour full and standing. This time though the train was pretty much deserted. The tube was quieter as well.

In the part of London where our office was, it felt quiet and empty, again compared to Bristol which is much busier and more crowded. The streets were deserted and there was very little traffic. I was not surprised to see many of my coffee haunts and places I would go for lunch were either shut or had closed down. However there were still some places operating, but a lot less busy than eighteen months ago.

It was very quite in the office with just one other person working in there when I arrived.

Jon B, my line manager arrived later that day and we did our end of year review meeting. We then followed this with a meal and a beer in a local pub – now I haven’t done that for a while either.

Tuesday I caught an earlier train into London from my hotel and it was quiet, by the time we arrived at Waterloo there was about four people in my coach. Surprisingly quiet for rush hour. The tube was busier. There were more people about as well, which made me think that with some people working from home part of the week Mondays would be quiet.

I had no meetings today, but the office was much busier, with (virtually) all our ELT members in attendance. I sat at a desk in the office and cracked on with work. I did meet and say hello to our incoming new CEO, Heidi Fraser-Krauss who was attending the ELT meeting.

Some aspects of the office felt quite busy as a result.

The BBC published this article: Can better tech make video meetings less excruciating?

On most video conference calls, only one person gets to speak at a time. It’s a deliberate, designed feature of platforms such as Zoom. But as Susan D Blum’s linguistic anthropology class found out, it makes having a natural conversation practically impossible.

Though the technology can be a limiting factor with this, part of the problem is we are trying to replicate what we do in-person and do it online using a tool such as Zoom. The reality is that the nuances of what made the in-person experience so effective are lost when we translate to digital and we also don take advantage of the affordances that digital can bring.

So technological solutions are only part of the solution, the other key aspect is transformation.

Wednesday I went back to the office, had a quick chat with Jon, who then left to catch a train. In the end there was only two of us in the office, one of whom had online meetings all day so stayed in a meeting room. So I had the entire office to myself. Wasn’t quite what I planned on doing. In the afternoon when there was a break in the heavy rain which was coming down I headed home.

Thursday I had a 9am call updating about a project. Spent some time organising some work about curriculum design.

Friday was about making sure I had nothing outstanding for the week head.

My top tweet this week was this one.

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What, still no slides? – Weeknote #123 – 9th July 2021

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Photo by Raphaël Biscaldi on Unsplash

Slightly disappointed to see that the Microsoft’s Windows 11 blue screen of death is to become a black screen of death. Not that I see it that much these days as I usually have the spinning beachball of death on my Mac.

Actually my iMac fusion drive died at the weekend, luckily no data loss, but frustrating all the same. Attempts to fix it through software failed so I booked it in for a repair with the Apple Store.

https://twitter.com/qikipedia/status/1411988229008642051

After dropping off my iMac for its repair I headed into our Bristol office at Portwall Lane.

We had a review meeting about our Leeds programme and there was some good and interesting feedback.

Rochdale Canal in Manchester
Rochdale Canal in Manchester

The BBC reported how the University of Manchester remote learning plan was being criticised by students.

A university’s plans to continue online lectures with no reduction in tuition fees has been criticised by students. The University of Manchester said remote learning, which it has used during the Covid-19 pandemic, would become permanent as part of a “blended learning” approach.

What is interesting is that most (if not all) universities are going down a similar road.

Later there was an update, the University of Manchester remote learning plan ‘was a misunderstanding’

UoM vice-president April McMahon said the use of the term “blended learning” had caused the confusion. She said most teaching would return to normal once restrictions were eased. Ms McMahon, UoM’s vice president of teaching, learning and students, said it had “never been our intention” to keep teaching online and any such suggestion was “categorically untrue”.

Once more shows the importance of a shared understanding  of key terms such as blended learning.

Lake District
Cumbria by James Clay

On Wednesday I delivered the keynote at the University of Cumbria Annual Learning & Teaching Fest 2021. My presentation, Moving from Translation to Transformation, was delivered without slides and was similar to the one I delivered at LJMU last week.

James will describe how many universities who translated their practice are now reflecting on how they can transform their practice to enable an enhanced approach to digital teaching and learning.

I did another session for Leeds on digital leadership which went down well. We covered digital capability and was a chance to bring back Boaty McBoatFace and discuss what we understand by the term digital capability, once more a shared understanding is critical in ensuring that everyone knows what you are trying to do when you build capability (in that it is more than skills and more than just training).

In the afternoon I had a really useful and interesting meeting about the production of training materials and the cultural differences of teaching through the medium of Welsh.

Jisc's Portwall Lane Office, Bristol
Jisc’s Portwall Lane Office, Bristol

Thursday I was in the office. I didn’t have any in-person meetings, but have started the process of using the office more, in the main for a change of scenery, meeting people and generally changing my routine. With the school holidays imminent I will probably be spending more time in the office. I have also planned my first trip to the London office for an in-person meeting.

Friday I was working from home, another session for Leeds and some discussion on strategy and targets in the afternoon.

My top tweet this week was this one.

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What, no slides? – Weeknote #122 – 2nd July 2021

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raining
Image by Roman Grac from Pixabay

Monday I was planning to head into the office, but with the rain coming down and a risk of thunderstorms, I decided to work from home. I do like going into the office, but without the discipline of formal in-person meetings, the incentive isn’t really there. I am trying to go in about twice a week, but at least one. I do like the change in routine and scenery and that I think is what is important.

Started to plan a presentation that I am delivering on Wednesday, but in the end decided that I would deliver it without slides. Not that I don’t like using slides, I think in the context of online conferences, that sometimes a no slide approach is different to what others are doing so adds variety to the online format.

Wednesday I was again delivering a session of an online Digital Leadership programme to a cohort of university staff. It went well, but was clear somethings work well online and somethings didn’t.

Later that day I delivered a presentation at the Active Blended Learning Conference 2021.

Moving from Translation to Transformation

One of the things we have noticed back in March 2020 as the education sector moved rapidly to remote delivery was the different models that people used. However what we did see was many people were merely translating their usual practice to an online version. David White writing about his experiences at UAL, called it practice mirroring. “So in the move to online teaching our initial instinct is to preserve Contact Hours by mirroring what would have been face-to-face sessions with webinar style sessions. What this looks like is exhausting 3-4 hour online sessions which must be almost impossible to stay engaged with.” We have been interviewing students and staff about their experiences across the pandemic and what practices have worked and what hasn’t worked. As part of Jisc’s work in looking at the challenges in delivering teaching remotely during this crisis period we have been reflecting on how teaching staff can translate their existing practice into new models of delivery that could result in better learning, but also have less of detrimental impact on staff and students. In this session James will describe how many universities who translated their practice are now reflecting on how they can transform their practice to enable an enhanced approach to digital teaching and learning.

I decided not to use any slides, and just talk to the screen.

Though I think I might have spoken a little too fast.

Later I was involved in a marketing strategy meeting.

On Thursday I had planned to go to the office, but due to the need to collect something, and the fact that I had no in-person meetings, decided to work from home instead.

Friday I was again delivering a session of an online Digital Leadership programme to a cohort of university staff. It was a repeat of Wednesday, the exercise that didn’t work well on that day I removed for Friday’s session.

My top tweet this week was this one.

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Going local – Weeknote #70 – 3rd July 2020

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A shorter week for me, as I took some time off for family business, well a birthday.

The Guardian reported on the Universities Minister, lambasting English universities for letting down students.

The 20-year crusade to get more young people into higher education appears at an end, after the universities minister accused England’s universities of “taking advantage” of students with dumbed-down courses that left them saddled with debt.

In a significant shift in policy, Michelle Donelan declared it was time to “think again” about the government’s use of higher education to boost social mobility.

Though wasn’t her government in charge for half of that time? What it appears this will mean is that courses which result in high paying jobs will take priority over those that don’t.

I have always felt that education was so much more than getting qualifications and as a result getting highly paid jobs. Some courses are useful to society, but not from a financial perspective. The question is though who pays for those courses, is it government or someone else?

I have been working on some vignettes about the future. They provide ideas, concept and inspiration on the future of higher education. They are not detailed plans of what is going to happen, but will stimulate discussion amongst leaders, managers and staff in universities on what might happen and what could happen.

Here is an early example:

The localised university

We have become so accustomed to young people leaving home to go off to university that the concept of not leaving home to participate in higher education, though common to many, was seen as a somewhat alien concept.

However with the cost of travel and housing rising, as well as concerns about climate change and the impact of travel and commuting on the environment. Many universities decided to take the university to the community.

Some of the delivery would be done individually online, it was also apparent that the connectedness and social aspects of learning would require students coming together.

In small towns across the country, groups of students would come together to learn. Even though the teaching was delivered remotely, the learning was done together. Core aspects of the course would be delivered to larger groups, whilst more specialised teaching would be delivered to smaller cohorts or in some cases individually. The university would either build, convert or hire spaces for teaching and would use the internet to deliver live high quality video to groups of students from subject experts from across the country and in some cases globally.

The students would be supported in person and locally, by skilled facilitators who would ensure that the students would get the appropriate help as and when required.

Content would be delivered digitally, using online resources as required, or even 3D printing of physical objects in the home.

Specialist and practical subjects would be delivered at regional hubs that could be used by students from any university. This would mitigate the need to travel regularly or commute to a campus everyday.

It became apparent early on that much of student support could be delivered remotely, however local specialist support providers working for multiple universities could easily work with students in their catchment area.

Some bemoaned the decline of the “student experience” on campus, but what was discovered early on, in the same way has had happened on physical university campuses in the past, students would, using social networking, create their own local groups and societies, and then would arrange their own social and networking events. Some of these would be online, by many would happen at local social spaces.

I have been on different vignettes in order to make people think, inspire and stimulate discussion. Continue reading Going local – Weeknote #70 – 3rd July 2020 →