Download - Leadership In Distance Learning Draft 6
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Leadership in Distance LearningThe Art of Managing Change to
Transform Institutions
John Sneed, Director of Distance Education Portland Community College
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What a Pretentious Title!
Art?Creative-making up as we goOriginal solutions
Managing Change?Change happens – we don’t make it happenDirecting powerful societal forces
Transform institutions?Colleges are different than 15 years agoTransformation is a process
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“Creating and conveying technological visions powerful enough to displace traditional educational models is one of the most challenging aspects of leadership.”
Chris Dede, Timothy E. Wirth Professor ofLearning Technologies, Harvard University
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Why is Leadership in Distance Learning So Difficult?
Higher Education is conservativeDistance Learning is disruptiveTechnology is not just a toolAbsence of a career pathConfused fiscal modelsAdministrative ambivalenceDemands collaborationBureaucratic inertia-no rewards for
visionaries
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A Distance Learning Leadership Sampler
How to navigate the politics of distance learning?
How to lead when you have the responsibility but not the authority?
How to lead from the middle?How to lead when everyone wants a piece of
the action
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The Politics of DE Leadership
Fred LokkenAssociate Dean
WebCollege & Academic Support CenterTruckee Meadows Community College
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DE is different
Although couched as just “another delivery method”, DE offers a significant challenge to the traditional campus culture Cross-disciplinary Cross-institutional Counter-campus culture
DE challenges administrative “silos”
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Consequences
Senior administrators don’t know how to manage DE and/or don’t exactly know how to structure and support it Who does DE report to? How to staff and budget DE? What kind of space/equipment is needed? Centralized or decentralized model?
Perceived as a threat by other units (competing for limited staff, budget & space)
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Consequences (2)
As a result, DE programs often lag other campus units in: Staff Budget Space Authority
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DE Leadership: A Strategy for Success
Qualities needed to be successful:
1. Ability to see the bigger picture2. A sense of campus politics/identify key allies 3. Recognize the value - and power - of data4. The ability to be a “missionary” for DE5. The need to be inclusive/collaborative6. Monitor trends in your state/nationally (ITC)7. The need to be tenacious (never give up/never surrender!)
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Success stories
Every panelist represents a very successful DE program – the TMCC Story
“Success” is measured by: Organizational acceptance Faculty/student/staff acceptance Commitment to quality Meeting the needs of your students/campus
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Leadership in Distance LearningDistributed Leadership
Mary WellsQuality Matters Consultant
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Leadership Issue:
How do you lead if youhave the responsibility but not the authority?
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Project Management Team
Mary Wells (co-director)Chris Sax (co-director)Kay Kane (coordinator)
Cynthia FranceJurgen HilkeJohn Sener
Wendy Gilbert
Working Committees
Process(Joan McMahon,
Mary Wells)
Tool Set(Jurgen Hilke,
Chris Sax)
Training(Cynthia France,Wendy Gilbert)
Scholarly Development
(Kay Shattuck)
Advisory Board
MarylandOnline(Wendy Gilbert, Suzanne Moret)
Project Evaluator (John Sener)
External Evaluator(Anne Agee)
Instructional Representatives
Faculty & Their Courses
Peer Course Reviewers
Instructional Designers
Affinity Group
Administrative Representatives
Quality Matters:Inter-Institutional Quality Assurance in Online Learning
QM Organizational Chart
others, as needed
Course & Peer Reviewer Selection
External Partners:
Florida CC/Jacksonville, Kentucky Virtual Univ, Michigan Virtual CC Consortium, Portland CC, Raritan Valley CC,
Sloan Consortium, SREB, Towson Univ, WCET
Chief Academic Officers
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Distributed Leadership Is …
a model which allows leadership to emerge to meet a specific need
Characteristics include: Responsibility for successful completion resides
with Director(s) Foundation = Goals & Objectives of Project Flexible structure to encourage:
– participation, divergent thinking, creativity
Leaders self-identify or are recruited Match needs & skills
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Critical Factors Leading to Distributed Leadership
Compelling projectComplex (no single “right way” to do it)Solves a recognized need Immediate impact on need/problemRelated directly to professional/personal
interests
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Challenges to Leading
CommitmentTrustLetting GoCommunicationEvaluationFinding Balance
• Structure / Flexibility• Big-Picture / Details• Present / Future• Thinkers / Do-ers• Cooperative / Divergent
Thinkers• Authority / Consensus
A Complex Project When You Have Responsibility With No Authority:
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Leadership in Distance Learning
Leading From the Center
Loraine SchmittDirector of Distance Education and Academic Technology
Chemeketa Community College
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Leading from the Center
Autonomy can give a director a sense of personal control over daily operations, but the long-term results of isolation from the mainstream of campus process carries a heavy price. (Wunsch, 2000)
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Strategic Planning via Collaboration
Set a directionCreate a collaborative effortFacilitate the effortCreate a culture of dialogueTake ActionDevelop a shared understanding & vision
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Setting a Direction
Formal structure Analysis- SWOC Vision, goals, strategies Recommendation - ASK
• Executive support• Task force- 15 departments• Charge• Plan
Clarity about purpose and outcome
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Creating a Culture of Dialogue
Prepare for the conversation-content/structure 4 teams – Self-select Goals, hot topics, strengths, anticipate push back
Open discussion – listen, paraphrase, genuine empathy
Address hard questionsDocument the conversation
Validation, retain integrity, respect for timeStrong facilitationExpect the unexpectedFeed them!!
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Develop a Shared Understanding & Vision
Dialogue leads to shared understanding Teams – full task force – teams – task force Team members present Continue to document- preserve ideas More depth – needs, challenges, hopes
Shared understanding leads to shared vision Multiple perspectives, big picture Consensus
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OutcomesStrategic plan developedDeveloped a commitment to the effort
Example: Student Services Audit Process allowed people to bring their issues
and interests into the conversationLegitimized their roles and need for
outcomes of the task force
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Outcomes continued
• Allowed individuals to move to the same side of the table to discuss issues
• Framed a perspective that served the organization vs. individuals representing the perspective of “1”
• Demonstration of shift in leadership - from autonomous to collaborative
• Foundation in place – support future initiatives
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I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences.
Margaret J. Wheatley
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Leadership in Distance Learning
Twelve Lessons for Creating and Sustaining a Successful eLearning
Enterprise
Lynda Womer, Associate Provost Electronic Campus St. Petersburg College
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Lesson 1
VERIFY CENTRALITY TO COLLEGE MISSION
Support of President and key leaders
Include in college mission statement
Recognize need for system changes
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Lesson 2
BUILD INSTITUTIONAL COMMITMENT
Promote institution-wide benefits
Use existing faculty
eCampus= everyone’s campus
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Lesson #3
RECOGNIZE PEDAGOGICAL DIFFERENCES
Same outcomes; different delivery
Good content is not sufficient
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Lesson #4
INVEST IN INSTRUCTIONALDEVELOPMENT & TRAINING
instructional technology support
Pathways to eLearning
faculty mentor program
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Lesson #5
ORCHESTRATE A SINGLE POINT OF CONTACT
Creation & promotion of a central administrative department
“one-stop shop” approach
Begin with cyberadvising
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Lesson #6
PROVIDE A FULL RANGE OF ELECTRONIC SERVICES
clicks supported by bricks
educational and student services
access services remotely or on-site: it’s the student’s choice
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Lesson #7
DEVELOP A ROBUST INFRA-STRUCTURE & SUPPORT NETWORK
the “care and feeding” of access
help desk, tools, tutors, tutorials
e-literacy
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Lesson #8
ENGAGE IN ON-GOING MARKETING & MARKET RESEARCH
“is ecampus right for you”
Visitors survey
demographic profile, SSI
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Lesson #9
EMBRACE ACCOUNTABILITY AND AN ONGOING QUEST FOR QUALITY
Development Checklist, Flexible Access, 3 year review, Signature courses
Retention rates and grade distribution
Student survey of instruction and performance standards for students, instructors, administrators
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Lesson #10
BE REALISTIC ABOUT COSTS
models existassessing “lab fees”
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Lesson #11
DON’T MAKE IT MORE COMPLICATED THAN IT IS
paralysis by analysis
institutional procedures could be adapted or adopted
online courses: not better, not worse, just different delivery
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Lesson #12RECOGNIZE THAT YOU ARE ON
A CHANGE TREADMILL
increase the pace to stay in place
formulas for resource allocations
PREPARE FOR CHANGE….
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Problem: Productivity
Too many online students, not enough staff!
Massive reorganization college-wide
Re-education, training, training, and more training
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Old Organizational Chart
PresidentVice President for Academic & Student Services
Provost of Seminole/eCampusAssociate Provost of Seminole eCampus
One Department: eCampuseCampus Program Director – (multi-discipline)
CyberadvisorsStaff
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Proposed Solution: Decentralization
Spread the Wealth and ResponsibilitiesPROS:- College-wide scheduling- College-wide student services- College-wide training- College-wide buy-in
CONS:- Confused students- Confused staff
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New Organizational Chart
PresidentVice President for Academic & Student Services
Provosts for 4 Campuses and 3 CentersAssociate Provosts for 4 Campuses and 3 Centers
6 Academic Deans (college-wide)24+ Academic Chairs (6 per campus)
Cyberadvisors (2 per campus)eCampus skeletal staff
Office staff college-wide
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Outcome: Too soon to tell
Year 1 of new organizational chartDean, Staff and Students are still learning
the proceduresFlorida education budgets facing severe
cutbacks
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Recommendation:Enlist Traits of Good Leadership
- Honesty - Fair-Minded- Competence - Broad-Minded- Forward-Looking - Courageous- Inspiring - Straightforward- Intelligent - Imaginative Traits of a Good Leader by the Tom Peters Group
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Trait: Distributed Leadership
With an emphasis on
TEAMWORKeven when Teamwork seems
to be MORE work.
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“Retreat? Hell, we just got here!” Captain Lloyd Williams, Officer in the United States Marine
Corps, World War I, 1918, when advised to withdraw by a French officer at the defensive line.
“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” Winston Churchill
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2009 Leadership Academy
• Understand your organization
• Develop your own leadership model
• Identify and acquire key tools
• Gain a network of practitioners
July 26-29, 2009
Costa Mesa, California