Shelda Debowski

Senior Consultant, Higher Education Development

Shelda@Debowski.com.au

Shelda.Debowski.com.au

Advocacy and leadership for learning innovation

Learning Innovation & Reform

�  Graduate Success �  Flexible learning options / MOOCs �  Industry connections /Work integrated learning �  International focus �  Engaged learners �  Reflective practice �  Lifelong learners �  Learner focused …..

Leading innovation

New and different Undoing past practices Requiring new ways of thinking, doing, being….

fineartamerica.com

Engaging academics

What we need: Academics who are

�  Knowledgeable about the proposed innovation / reforms

�  Engaged in developing / embedding the new ideas

�  Committed to changing their practices and values to reflect the innovations

�  Committed to learning new skills and capabilities to support the innovations

�  Strong advocates of the changes �  Keen and able to contribute

Academic Identity

Academics and innovation

Innovation Barriers

�  Strategy impediments (Kanter, 2006): �  Hurdles too high, scope too narrow �  Key contributors marginalised �  Avoidance of failure / risk taking �  Too many avenues being pursued

�  Process: �  Controls too tight �  Planning, budgeting, reviews,

performance management, focused on meeting short-term KPIs and accountabilities

Innovation Barriers (2)

�  Structure �  Weak connectedness; strong segregation of possible

collaborators �  Silos limit exchange, dialogue �  Limited knowledge of relevant technologies

�  Skills �  Weak / dispersed leadership �  Communication across the group is weak �  Relevant skills for innovation not nurtured / encouraged.

Innovation Enablers

�  Idea Generation and Creativity Process �  Innovation culture �  Strategy �  Structure and organisation �  Human Resources �  Financial Resources �  Information and Technology

Adapted from:

Typology of Innovation Enablers. Impactscan: a policy intelligence tools for regional innovation policy. Accessed at: http://extra.iwt.be/impactscan/tool/typology_of_innovation_enablers.htm

Innovation—the heart of the knowledge economy—is fundamentally social. Malcolm Gladwell

Creating the context for innovation: our challenge

�  Innovative hotspots (Gratton, 2007) �  Cooperative mindset

�  Collective intelligence, insights, wisdom, learning, enjoyment, intellectual challenge

�  Boundary spanning �  Depths of relationships, trust, shared expertise, experimentation

and merging of knowledge �  Igniting purpose

�  Common and collective mission and purpose

�  Productive capacity �  Best use of talent; effective work context; productive work

flows, relationships managed, interdependencies and rhythms co-ordinated,

Who’s on your team?

Professionals

Other Stakeholders

Academic leaders

Academics?

Building your innovative vision

VISION �  Do your academics have a clear sense of

priorities and purpose? �  Do they match your set of priorities? �  Will this really make a difference?

How?

http://www.ashpfoundation.org

Leaders, Models and Advocates

�  Who is championing the push / initiatives? �  Who are your models and advocates? Do they

have good standing with your academics? �  How strong is the culture of support? �  What do newcomers hear? �  What are the rewards for being involved?

Implementation

�  Are the initiatives feasible, practicable, achievable, well-considered and researched?

�  Are your systems and infrastructure well set up and supportive?

�  How much time and effort will individuals need to devote to the initiative?

Leading transitions

�  Endings, losing, letting go �  Neutral zone �  New beginnings (Bridges, W. Leading Transitions)

Leading Learning Innovations

�  Informed and credible �  Articulate and present �  Persuasive / passionate �  Big picture and details �  Leading the Change and the Transition �  Generous and adaptable �  Courageous

Universities: prepared & able?

�  Understanding whole of institution reform �  Preparation for leadership �  Supportive professional / development staff �  Consultative processes and expert facilitation �  Project management as a change tool �  Support during change and transitions �  Sustainability of change agendas �  System and process ready �  Culturally disposed to innovation

Reflections:

�  How would you rate your leadership of innovation?

�  Is your university well

set up to support you?