Welcome to the First Meeting of the Students as Partners Change programme

1. Welcome to the First Meeting of the Students as Partners Change programme • 14 June 2012

2. Meeting your supporters

3. Liquid café

4. Liquid café Method • Each participant sits at a table where a question is posed. • Participants can choose to stay at the table and discuss ...or move to another table of their choice. • All can write/doodle on the ‘tablecloths’ to record their thoughts…be as creative as possible - make it a work of art!

5. Principles • Whoever comes are the right people • Whatever happens is the only thing that could have • Whenever it starts is the right time • When it's over, it's over • Owen, H (1997) Open Space Technology: A User's Guide, Second edition. • Berrett-Koehler Publishers Inc. San Francisco.

6. Liquid café Roles • Host: One person willing to take responsibility to call the conversation, invite others in and make sure something gets harvested • Participant: Anyone who is wants to stay the whole time and participate fully. • Bees: Those who move from conversation to conversation cross-pollinating the learning. • Butterfly: Those who may not want to be in any conversation but may observe. A new, unexpected conversation may happen when two butterflies meet.

7. Questions Table 1: How can your initiative influence the culture of your institution? Table 2 : What are the key and essential features of effective staff/student partnership working? Table 3: How can the HEI support staff-students partnerships? Table 4: How can we persuade/influence individual practice?

8. Relationship between innovation and transformation in HE Innovation & transformation 4 3 Transformation but no innovation • HE-specific innovative “change & embedding” processes & techniques • Long-term “smart” partnerships • (collaboration not competition - schools, faculties, institutions, employers, sectors, international) • “Business-like” approaches • Business-driven methods e.g. continuous improvement, BPR & TQM methodologies • Incremental change Transformation 1 2 Innovation & some transformation No transformation and no innovation • Strong drivers for change • Funding oriented more towards local transformations • Transformations not always embedded institutionally • No strong external drivers for change • Organisational inertia Innovation

9. Reaching the Early Majority

10. 1 2 3 4 5 Early adopters Laggards Innovators Early majority Late majority Distribution of Adopters – Rogers, 1983 The members of each group have their own social and psychological characteristics that underlie their willingness to accept, adapt to, and implement change.

11. Adapted from Rogers (1983), Moore (1991), Geoghegan (1994) Number of Adopters Early Market Mainstream Market Late Market Early Adopters Innovators Early Majority Late Majority The ‘Chasm’ Laggards Time 2.5% 13.5% 34% 34% 16% Critical mass for widespread adoption is thought to be 15% to 20%

12. Though people don’t cross the chasm, we can try to reduce its size so that the rate of adoption doesn’t stall too much as adoption moves from the early adopters to the early majority. The earlier we get the early majority on board, the narrower we have made the chasm.

13. How can we ‘shrink the gap’ between the two key groups of people?

14. Favour evolutionary change • Pragmatic • Process orientated • Risk averse • Want proven applications • May need significant support • Favour revolutionary change • Visionary • Project orientated • Risk takers • Willing to experiment • Generally self-sufficient

15. Things to consider….What is your story…?

16. Elevator Pitch • In pairs, you have 30 seconds to pitch your story to someone who you need to influence. • On-line pitch wizard http://www.15secondpitch.com/new/index.asp • Tip – According to Chip and Dan Heath, a ‘sticky story’ is one that is • Simple • Unexpected • Credible • Concrete • Has an emotional appeal

17. Know your target • Their ‘perceptions’ – of you, your motives • Their ‘information’ – What they do or do not know? • Their ‘attitudes’ – Hostile, resistant, trusting, up for it • Their ‘motives’ – What they want, their needs/objectives? • Their ‘roles’- Are you introducing anxiety or support? • Their ‘values’ – What they believe to be good and bad? • Their ‘language’ – Technical, informal, formal

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32. Time’s Up! 00:00 To replay the timer press the green “home” button To close the timer press the white button labeled END. END

33. Social Network Analysis

34. Know yourself

36. Who are you going to talk to ….? Remember your stakeholder analysis…..

38. Acknowledgement The first slides about Moore’s chasm were developed by Professor Alan Mortiboys; an educational and organisational development consultant Contact email: alan.mortiboys@btinternet.com telephone: 07932 032365 ALSO - Gilbert, S., & Geoghegan, W. (1995). An "online" experience: discussion group debates why faculty use or resist technology. Change, 27(2), 28-45.)

39. Thank you

40. Stepping Stones

41. Next Steps

42. Next Steps • Inform us of any relevant resources or research you may have to share with other institutions by end July 2012. • Let us have your reflections and ideas, through the feedback survey which will remain open until 29th June 2012. • Ensure the dates are in your diary for the residential September 27 and 28th (Leeds) and final meeting February 26 2013. • Please ensure you have paid for any additional team members by 31 July 2012.

43. Next Steps continued • Address any admin/technical queries to change@heacademy.ac.uk • Contact your supporter with any specific queries. • Draw on one another’s expertise and experience.

44. Any questions?