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Explore the motivations behind higher education IT strategies and the challenges faced in implementing change. Learn from past mistakes and collaborate to improve the learning experience effectively and efficiently.
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Why do we do what we do? And other hard questions Jack McCredie University of California, Berkeley Snowmass Directors Seminar
Alternative Titles • The Geezer Talk • What I did on my Australian vacation • The relevance of proactive IT strategic planning in a post-modern society • “Dogs are more fun” Part II Snowmass Directors Seminar
Why do we do what we do? • Enjoy the process It’s fun! • Enjoy the results • Enjoy the rewards Snowmass Directors Seminar
We do what we do because: • we must be a tad crazy {56%} • we get a great deal of satisfaction and fun doing it {94%} • we are working with some of the brightest people on the planet {75%} • we are building applications that will improve learning and/or our colleges or universities {88%} Snowmass Directors Seminar
because: • higher education is important and we want to be part of it. {94%} • “We are not wimps; we want real challenges.” • “There’s always the chance we are this era’s Gutenbergs.” • “If not this, I’d have to get a real job.” • “It is etched in our DNA.” Snowmass Directors Seminar
We do what we do because: • “It’s our mission to help students get the technological skills they will need.” • “We want to make a difference, and we care about students.” • “It’s so challenging and never boring.” • “Education is essential to our nation & world.” • “IT is at the heart of the education enterprise.” • “We have great opportunities to experiment and explore.” • “IT is FUN!!” Snowmass Directors Seminar
It is very hard to get things done in higher education because • a vote of 36 to 1 is usually considered a tie. {52%} • the tenure process inhibits teaching innovation. {43%} • the enormous inertia built into the higher education establishment makes change difficult. {78%} Snowmass Directors Seminar
because • change is difficult in all organizations & education is not very different. {63%} • there are not adequate resources to make the required investments. {61%} • improving learning with technology is not cost-effective. {17%} • educational technologies have not been shown to improve learning. {36%} • faculty members are often not rewarded for teaching excellence. {80%} Snowmass Directors Seminar
because • “institutions of higher learning are very complicated and we often do not understand the political dynamics.” • “we are unwilling to take real ‘agent-for-change’ risks.” • “we haven’t found a balance between fostering innovation and enterprise support.” • “there is poor leadership and bad management.” Snowmass Directors Seminar
because • “we are still in the discovery stage of learning how people learn, with or without technology.” • “faculty members are extremely conservative when it comes to their teaching methods.” • “the complexity of our institutions is an inhibitor of change.” • “academics are focused on debating issues not on taking actions.” Snowmass Directors Seminar
Change is just plain hard!! • Example 1: City planning in Pittsburgh Snowmass Directors Seminar
Change is just plain hard!! • Example 1: City planning in Pittsburgh • Example 2: Developing the ARPAnet Where wizards stay up late: the origins of the internet, Katie Hafner &l Matthew Lyon Snowmass Directors Seminar
SDS-940 IMP #1 SRI Sigma-7 IMP #2 UCLA First ARPA Network Map
SDS-940 IMP #1 SRI Sigma-7 IMP #2 UCLA First ARPA Network Map October, 1969
How can we learn to avoid costly mistakes of others? • “It’s rarely easy to know what needs avoiding.” • “We in IT probably can’t – most decisions are made by faculty, other admin., etc.” • “Communicate, collaborate and share information and experiences.” • “Admit when we make mistakes, and then advertise that we made them.” • “In general we cannot – differences too great.” Snowmass Directors Seminar
How can we learn to avoid costly mistakes of others? • “Ask our peers, listen, collaborate, and work closely with our clients.” • “Talk about our mistakes as well as our successes.” • “Network, network, & network.” • “Don’t punish each other for honest mistakes.” • “Learn about best practices.” Snowmass Directors Seminar
How can we help to improve things faster? • “We need more research into the ROI of learning technologies – do they really help?” • “By planning – not wishing.” • “Think like a trustee.” • “Engage the faculty & work with discipline specific professional organizations.” • “Reward teaching excellence more than we do now.” Snowmass Directors Seminar
How can we help to improve things faster? • “Become skilled in facilitation, group processes, and team building.” • “Get rid of the dead wood!” • “Constantly communicate with faculty, students, administrators, trustees – everyone.” • “Listen more to students.” • “Become more involved in campus political process.” • “Collaborate meaningfully – not just in name.” Snowmass Directors Seminar
How can we help to improve things faster? • “Get out of the way – support the innovators.” • “Ensure that we provide adequate support for faculty and students.” • “Educate presidents and provosts.” • “Gain trust and be active and enthusiastic.” • “We can’t; quit trying to lead with technology.” • “Gain better understanding of human learning.” Snowmass Directors Seminar
Understanding Human Learning • Early lessons from graduate school at CMU • Herb Simon, “What makes Technology Revolutionary,” May/June 2001 Snowmass Directors Seminar