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Gary Brown

Change Management 101: A Primer - 1 views

home.att.net/change.htm

change

shared by Gary Brown on 13 Jan 10 - Cached
  • To recapitulate, there are at least four basic definitions of change management:  1.      The task of managing change (from a reactive or a proactive posture) 2.      An area of professional practice (with considerable variation in competency and skill levels among practitioners) 3.      A body of knowledge (consisting of models, methods, techniques, and other tools) 4.      A control mechanism (consisting of requirements, standards, processes and procedures).
  • the problems found in organizations, especially the change problems, have both a content and a process dimension.
  • The process of change has been characterized as having three basic stages: unfreezing, changing, and re-freezing. This view draws heavily on Kurt Lewin’s adoption of the systems concept of homeostasis or dynamic stability.
  • ...10 more annotations...
  • The Change Process as Problem Solving and Problem Finding
  • What is not useful about this framework is that it does not allow for change efforts that begin with the organization in extremis
  • this framework is that it gives rise to thinking about a staged approach to changing things.
  • Change as a “How” Problem
  • Change as a “What” Problem
  • Change as a “Why” Problem
  • The Approach taken to Change Management Mirrors Management's Mindset
  • People in core units, buffered as they are from environmental turbulence and with a history of relying on adherence to standardized procedures, typically focus on “how” questions.
  • To summarize: Problems may be formulated in terms of “how,” “what” and “why” questions. Which formulation is used depends on where in the organization the person posing the question or formulating the problem is situated, and where the organization is situated in its own life cycle. “How” questions tend to cluster in core units. “What” questions tend to cluster in buffer units. People in perimeter units tend to ask “what” and “how” questions. “Why” questions are typically the responsibility of top management.
  • One More Time: How do you manage change? The honest answer is that you manage it pretty much the same way you’d manage anything else of a turbulent, messy, chaotic nature, that is, you don’t really manage it, you grapple with it. It’s more a matter of leadership ability than management skill. The first thing to do is jump in. You can’t do anything about it from the outside. A clear sense of mission or purpose is essential. The simpler the mission statement the better. “Kick ass in the marketplace” is a whole lot more meaningful than “Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” Build a team. “Lone wolves” have their uses, but managing change isn’t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader. Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. Pick people with relevant skills and high energy levels. You’ll need both. Toss out the rulebook. Change, by definition, calls for a configured response, not adherence to prefigured routines. Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly. No lengthy up-front studies, please. Remember the hare and the tortoise. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. Find a good “straw boss” or team leader and stay out of his or her way. Give the team members whatever they ask for — except authority. They’ll generally ask only for what they really need in the way of resources. If they start asking for authority, that’s a signal they’re headed toward some kind of power-based confrontation and that spells trouble. Nip it in the bud! Concentrate dispersed knowledge. Start and maintain an issues logbook. Let anyone go anywhere and talk to anyone about anything. Keep the communications barriers low, widely spaced, and easily hurdled. Initially, if things look chaotic, relax — they are. Remember, the task of change management is to bring order to a messy situation, not pretend that it’s already well organized and disciplined.
  • Gary Brown on 13 Jan 10
     
    Note the "why" challenge and the role of leadership
Gary Brown

GE Reform Process - Revising General Education: Comments and Questions - University Col... - 0 views

universitycollege.wsu.edu/...default.aspx

general education

shared by Gary Brown on 23 Sep 10 - No Cached
  • I actually learned something in these classes for 3 main reasons. The first reason was that the class size was small, and my interaction with my classmates and professor/teacher made the material meaningful and educational. Secondly, the essays required for these classes pushed me in my writing skills, and promoted independent research and construction of ideas through writing.
  • Taking the class with students who were serious and knowledgeable about their field of study made my experience educational. Sitting in a large lecture hall with 200 other students who also are taking the class just to get the requirement is not educationally stimulating.
  • Spending money on classes that don’t have any impact is especially hard now that tuition has gone through the roof. Requiring less classes of greater quality will help alleviate this problem and help students graduate on time.
  • ...2 more annotations...
  • I also think that if there are going to be any cut-backs on classes it should be done on GE classes. Also, the writing portfolio process is tedious for DDP students, especially for those who transferred from a community college. Honestly the hardest part of the process was not the proctored test (I received a pass with distinction) but hunting down professors to sign the required
  • Likewise, if we eliminate western history, mythology, philosophy and comparative politics, we abandon our common heritage and reduce our graduates to individuals with technical skills but no understanding of how America became the greatest nation in history and of our individual responsibilities as productive and educated citizens
  • Gary Brown on 23 Sep 10
     
    a student reviewing the gened reform proposal....
Nils Peterson

Innovating the 21st-Century University: It's Time! (EDUCAUSE Review) | EDUCAUSE - 4 views

www.educause.edu/...195370

educause university2.0

shared by Nils Peterson on 06 Feb 10 - Cached
  • change is required in two vast and interwoven domains that permeate the deep structures and operating model of the university: (1) the value created for the main customers of the university (the students); and (2) the model of production for how that value is created. First we need to toss out the old industrial model of pedagogy (how learning is accomplished) and replace it with a new model called collaborative learning. Second we need an entirely new modus operandi for how the subject matter, course materials, texts, written and spoken word, and other media (the content of higher education) are created.
  • Research shows that mutual exploration, group problem solving, and collective meaning-making produce better learning outcomes and understanding overall. Brown and Adler cite a study by Richard J. Light, of the Harvard Graduate School of Education: "Light discovered that one of the strongest determinants of students' success in higher education . . . was their ability to form or participate in small study groups. Students who studied in groups, even only once a week, were more engaged in their studies, were better prepared for class, and learned significantly more than students who worked on their own."
  • Second, the web enables students to collaborate with others independent of time and geography. Finally, the web represents a new mode of production for knowledge, and that changes just about everything regarding how the "content" of college and university courses are created.
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  • As Seymour Papert, one of the world's foremost experts on how technology can provide new ways to learn, put it: "The scandal of education is that every time you teach something, you deprive a [student] of the pleasure and benefit of discovery."14 Students need to integrate new information with the information they already have — to "construct" new knowledge structures and meaning.
  • Universities need an entirely new modus operandi for how the content of higher education is created. The university needs to open up, embrace collaborative knowledge production, and break down the walls that exist among institutions of higher education and between those institutions and the rest of the world.To do so, universities require deep structural changes — and soon. More than three years ago, Charles M. Vest published "Open Content and the Emerging Global Meta-University" in EDUCAUSE Review. In his concluding paragraph, Vest offered a tantalizing vision: "My view is that in the open-access movement, we are seeing the early emergence of a meta-university — a transcendent, accessible, empowering, dynamic, communally constructed framework of open materials and platforms on which much of higher education worldwide can be constructed or enhanced. The Internet and the Web will provide the communication infrastructure, and the open-access movement and its derivatives will provide much of the knowledge and information infrastructure." Vest wrote that the meta-university "will speed the propagation of high-quality education and scholarship. . . . The emerging meta-university, built on the power and ubiquity of the Web and launched by the open courseware movement, will give teachers and learners everywhere the ability to access and share teaching materials, scholarly publications, scientific works in progress, teleoperation of experiments, and worldwide collaborations, thereby achieving economic efficiencies and raising the quality of education through a noble and global endeavor."17
  • Used properly, wikis are tremendously powerful tools to collaborate and co-innovate new content. Tapscott wrote the foreword for a book called We Are Smarter Than Me (2008). The book, a best-seller, was written by Barry Libert, Jon Spector, and more than 4,000 people who contributed to the book's wiki. If a global collaboration can write a book, surely one could be used to create a university course. A professor could operate a wiki with other teachers. Or a professor could use a wiki with his or her students, thereby co-innovating course content with the students themselves. Rather than simply being the recipients of the professor's knowledge, the students co-create the knowledge on their own, which has been shown to be one of the most effective methods of learning.
  • The student might enroll in the primary college in Oregon and register to take a behavioral psychology course from Stanford University and a medieval history course from Cambridge. For these students, the collective syllabi of the world form their menu for higher education. Yet the opportunity goes beyond simply mixing and matching courses. Next-generation faculty will create a context whereby students from around the world can participate in online discussions, forums, and wikis to discover, learn, and produce knowledge as networked individuals and collectively.
  • But what about credentials? As long as the universities can grant degrees, their supremacy will never be challenged." This is myopic thinking. The value of a credential and even the prestige of a university are rooted in its effectiveness as a learning institution. If these institutions are shown to be inferior to alternative learning environments, their capacity to credential will surely diminish. How much longer will, say, a Harvard undergraduate degree, taught mostly through lectures by teaching assistants in large classes, be able to compete in status with the small class size of liberal arts colleges or the superior delivery systems that harness the new models of learning?
  • As part of this, the academic journal should be disintermediated and the textbook industry eliminated. In fact, the word textbook is an oxymoron today. Content should be multimedia — not just text. Content should be networked and hyperlinked bits — not atoms. Moreover, interactive courseware — not separate "books" — should be used to present this content to students, constituting a platform for every subject, across disciplines, among institutions, and around the world. The textbook industry will never reinvent itself, however, since legacy cultures and business models die hard. It will be up to scholars and students to do this collectively.
  • Ultimately, we will need more objective measures centered on students' learning performance.
Gary Brown

Graphic Display of Student Learning Objectives - ProfHacker - The Chronicle of Higher E... - 2 views

chronicle.com/...27863

outcomes graphics

shared by Gary Brown on 20 Oct 10 - No Cached
  • Creating SLOs or goals for a course is simple to us, usually.  We want students to learn certain skills, we create assignments that will help students reach those goals, and we’ll judge how well they have learned those skills. 
  • This graphic displays the three learning objectives for the course, and it connects the course assignment to the learning objectives.  Students can see—at a glance—that work none of course assignments are random or arbitrary (an occasional student complaint), but that each assignment links directly to a course learning objective.
  • The syllabus graphic is quite simple and it’s one that students easily understand.  Additionally, I use an expanded graphic (below) when thinking about small goals within the larger learning objectives.
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  • In fact, The Graphic Syllabus and the Outcomes Map: Communicating Your Course (Linda Nilson) is an interesting way to organize graphically an entire course.
  • An example of a graphic syllabus can be found in Dr. W. Mark Smillie’s displays of his philosophy courses [.pdf file].
  • Some students won’t care.  Moreover, they rarely remember the connection between course content and assignments.  The course and the assignments can all seem random and arbitrary.  Nevertheless, some students will care, and some will appreciate the connections.
  • Gary Brown on 20 Oct 10
     
    Perhaps useful resource
Gary Brown

Ethics? Let's Outsource Them! - Brainstorm - The Chronicle of Higher Education - 4 views

chronicle.com/...22408

rubrics. outsource

shared by Gary Brown on 09 Apr 10 - Cached
  • Many students are already buying their papers from term-paper factories located in India and other third world countries. Now we are sending those papers back there to be graded. I wonder how many people are both writing and grading student work, and whether, serendipitously, any of those people ever get the chance to grade their own writing.”
  • The great learning loop of outcomes assessment is neatly “closed,” with education now a perfect, completed circle of meaningless words.
  • With outsourced grading, it’s clearer than ever that the world of rubrics behaves like that wicked southern plant called kudzu, smothering everything it touches. Certainly teaching and learning are being covered over by rubrics, which are evolving into a sort of quasi-religious educational theory controlled by priests whose heads are so stuck in playing with statistics that they forget to try to look openly at what makes students turn into real, viable, educated adults and what makes great, or even good, teachers.
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  • Writing an essay is an art, not a science. As such, people, not instruments, must take its measure, and judge it. Students have the right to know who is doing the measuring. Instead of going for outsourced grading, Ms. Whisenant should cause a ruckus over the size of her course with the administration at Houston. After all, if she can’t take an ethical stand, how can she dare to teach ethics?
  • "People need to get past thinking that grading must be done by the people who are teaching.” Sorry, Mr. Rajam, but what you should be saying is this: Teachers, including those who teach large classes and require teaching assistants and readers, need to get past thinking that they can get around grading.
  • Gary Brown on 09 Apr 10
     
    the outsourcing loop becomes a diatribe against rubrics...
  • Joshua Yeidel on 16 Apr 10
     
    It's hard to see how either outsourced assessment or harvested assessment can be accomplished convincingly without rubrics. How else can the standards of the teacher be enacted by the grader? From there we are driven to consider how, in the absence of a rubric, the standards of the teacher can be enacted by the student. Is it "ethical" to use the Potter Stewart standard: "I'll know it when I see it"?
  • Gary Brown on 16 Apr 10
     
    Yes, who is the "priest" in the preceding rendering--one who shares principles of quality (rubrics), or one who divines a grade a proclaims who is a "real, viable, educated adult"?
Gary Brown

Higher Education: Assessment & Process Improvement Group News | LinkedIn - 1 views

www.linkedin.com/news

standardized tests value-added class size evaluating teaching

shared by Gary Brown on 17 Oct 09 - No Cached
  • Gary Brown on 17 Oct 09
     
    lots about program effectiveness implied here, notably having good teachers in succession.
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