EMBED IT, discussions
The idea of this project is to very much address the question of the personal within project implementations, not just the practicalities.
- Perception is as important as reality, and needs to be addressed, to provide the most motivated employees. The language used is important.
- Acknowledge that change is happening fast outside. We need to provide pointers and the space to discuss.
- If students are asked, they want more face-to-face time, not just technology for technology’s sake.
- Technology enables and empowers, but where there are winners, there will be losers. Who are the stakeholders? Everyone (use a ‘diagonal slice’ analysis).
- Emotions affect motivation and performance, even when change is good.
- Staff investment of time in e-practices needs to be recognised, as most involve a lot of front-loading of time. There needs to be a place where it can be positively acknowledged. This is KEY.
Specific suggestions included:
- Appraisal & review
- A programme such as Canterbury Christ Church’s, including a self-assessment toolkit, encouraging independence. We need to recognise that one size doesn’t fit all.
- Factoring into the timesheet
- Follow up, reflection, and sharing with other staff (those practices that we encourage amongst students)
- Recognition of the value of ework within the REF, otherwise what’s the incentive to e.g. blog, which generally isn’t seen to have the same value as peer-reviewed publishing?
- Do we need a ‘minimum requirement’ to use Wimba? Or institutional policies for other tools?
- We need to resource the ‘soft side’ of training, both IT training, and also training in e.g. managing time as work/home boundaries shift.
- Allow space for risk & experimentation.
Ensure that ‘consultation’ is seen as something that has been carried out, rather than a feeling of being ‘told’.
- Those who are forced to do something resist. Those who see good examples from others in their department see the benefits, choose to use, and are therefore more enthusiastic. Circulate information via paper, podcasts & YouTube.
- A lot of training is done either at an institutional or an individual level. Most people work in teams, so look to provide more training at that level. Identify champions who can share & innovate. Activities can then be embedded at a departmental level.
- Ensure that appropriate ‘social spaces’ are provided for staff to be able to socialise and discuss, thus leading to a stronger community culture.
When consulting to scope needs, the response may not be as desired:
- For IT installations especially, people ask “what can it do”, so a more iterative process is required. There’s a gap of understanding, that IT don’t just take products “off the shelf”, but there’s a lot of flexibility to provide what is needed, therefore users need to think through their pedagogical needs.
- Information overload for many in HE. How can internal communications be improved. Wimba Pronto, which we are looking to embed, can offer part-solution (instant messenger style)
- Are enough pilot projects undertaken, providing ‘case studies’ for others of what works. Need to be prepared that things may not work, and not be outcome dependent.
- As mentioned at several institutions, require far more pre-testing of any software, especially at user desks. Staff need to know that they are taking on a ‘working’ product that has been tested for a variety of uses.
Investigate the possibilities of using Wimba as a research tool, and identify possibilities for income generation. Identify subject centre options.
The leading needs to come from the top, visibly committing to change. PVC has already agreed to provide her office hours via Wimba Pronto, once a week from September.
How do we push people out of their comfort zones? Need to identify if they don’t see where they fit, or whether they don’t care, and find solutions appropriately.
- Look for ongoing Organisational Development changes, e.g. Flexible Working
- Highlight project-outcomes rather than presenteeism.
- Build into job descriptions, and make as acceptable in professional services as for academics?
Consider a Blended Learning L&T Development Day, with a ‘Wimba Way’ strand.
- Marina and others on the JISC project to come and speak.
- Undertake e.g. PESTLE & DICE analysis.
Bex is already:
- Acting as a ‘technology steward’, horizon scanning, using coaching experience for change management
- Looking for ways to share information via training days, portal messages, visiting departments, blogging, events.
- Focusing upon student expectations and where e-solutions fit.
- Listening to what staff are already engaged in, looking to centralise experience.
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