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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

The Ticker - The Chronicle of Higher Education - 1 views

chronicle.com/...9217

accreditation department of education

shared by Gary Brown on 15 Dec 09 - Cached
  • The U.S. Education Department today released a report critical of the Middle States Commission on Higher Education, saying the regional accrediting organization did not set minimum standards for its member institutions on program length or credit hours.
  • The accreditor responded that "the fundamental concern of higher education's constituencies is whether students graduate with appropriate knowledge, skills, and competencies, not how many hours they spend in a classroom."
  • Gary Brown on 15 Dec 09
     
    A critical indicator of why I see our work as work with accreditors rather than for accreditors.
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.
Nils Peterson

About Powers - Urgent Evoke - 2 views

www.urgentevoke.com/...about-powers

evoke 21 century skills global competencies

shared by Nils Peterson on 19 Mar 10 - Cached
  • Nils Peterson on 19 Mar 10
     
    10 skills and abilities that will help you tackle the world's toughest problems
  • Nils Peterson on 19 Mar 10
     
    Evoke skills, collaboration, courgage, creativity, entrepreneurship, local insight, knowledge share, resourcefulness, spark, sustainability, vision.
Nils Peterson

WSU Today Online - Professor brings new approach into classroom - 3 views

www.wsutoday.wsu.edu/...Publications.asp

shared by Nils Peterson on 09 Mar 10 - Cached
  • What do Wikipedia, Linux, Mozilla Firefox, and Threadless Tees have in common? All were created outside the traditional product development model using a mass collaborative approach. In mass collaborative product development (MCPD), large groups of people compete and collaborate globally to develop new products and services.
  • the MCPD phenomenon is under way in the management and business communities. But few have examined it from an engineering design standpoint.
  • A more natural process
  • ...3 more annotations...
  • But engineering curricula, said Panchal, tends to remain focused on traditional approaches to product development.
  • companies are trying out MCPD to not only foster a more collaborative workplace but to bring in outside innovation
  • “This is not a hierarchical model," said Panchal. "Rather, people self-select activities they’re interested in."
    • Nils Peterson
      Nils Peterson on 10 Mar 10
       
      see various harvesting gradebook ideas from 2008, student finds problem in community, that becomes a motivating spine for their personal curriculum
  • Gary Brown on 09 Mar 10
     
    collaborative development on our doorstep. We should introduce ourselves.
Nils Peterson

How Web-Savvy Edupunks Are Transforming American Higher Education | Page 4 | Fast Company - 0 views

www.fastcompany.com/...who-needs-harvard.html

shared by Nils Peterson on 24 Sep 09 - Cached
  • WGU constantly surveys both graduates and their employers to find out if they are lacking in any competencies so they can continue to fine-tune their programs.
    • Nils Peterson
      Nils Peterson on 24 Sep 09
       
      Here is our community providing feedback on the rubric and helping with the norming
  • So far, the open-education movement has been supported, to an astonishing extent, by a single donor: The Hewlett Foundation has made $68 million worth of grants to initiatives at Berkeley, Carnegie Mellon, MIT, Rice, Stanford, and Tufts. Today, such foundation money is slowing, but new sources of financing are emerging. President Barack Obama has directed $100 billion in stimulus money to education at all levels, and he recently appointed a prominent advocate of open education to be undersecretary of education (Martha Kanter, who helped launch the 100-member Community College Consortium for Open Educational Resources and the Community College Open Textbook Project)
  • Today, we've gone from scarcity of knowledge to unimaginable abundance. It's only natural that these new, rapidly evolving information technologies would convene new communities of scholars, both inside and outside existing institutions.
Joshua Yeidel

Editor's Note: Bending the Curve by Paul Glastris | Washington Monthly - 0 views

www.washingtonmonthly.com/...ors_note_bending_the_curve.php

higher_education assessment

shared by Joshua Yeidel on 09 Sep 09 - Cached
  • without measures of learning—education’s primary bottom line—there can be no real market discipline.
  • Instead, colleges can raise prices with relative impunity— and spend the extra money on everything but their students’ education. They can compete for fame and glory and stick students with the bill.
  • Joshua Yeidel on 09 Sep 09
     
    Washington Monthly's College Guide includes an introduction by the editor which frames the issue of assessment in terms of the unsustainability of the current paradigm and its rising costs. He asserts that "the higher education market is missing a measure of value, quality divided by price". "Value measures would allow colleges to do what they can't do now: lower prices without being punished by the market." The introduction points to several other useful articles in the College Guide.
Gary Brown

History Is Scholarship; It's Also Literature - Chronicle.com - 0 views

chronicle.com/...2009071701c.htm

shared by Gary Brown on 17 Jul 09 - Cached
    • Gary Brown
      Gary Brown on 17 Jul 09
       
      consider relationship of writing to critical thinking; grades to competencies....
  • For me, the biggest challenge in teaching a course like this is getting students engaged in the difficult task of analyzing the exercises
  • The deeper institutional issue is granting credit to graduate students for such a course
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  • "good writing" seems to mean, for many faculty members, that "You need to write in the style I like," or "I want to do less copy editing."
  • Without departmental support, however, writing with literary imagination is not only difficult to teach but detrimental to graduate students because they will not get credited for the work nor be allowed by dissertation committees to use what they have learned
    • Gary Brown
      Gary Brown on 17 Jul 09
       
      And why assessment cannot be extricated from teaching....
  • History Is Scholarship; It's Also Literature Before we can educate graduate students about good writing, we may have to re-educate their professors
S Spaeth

MIT Press Journals - International Journal of Learning and Media - Full Text - 0 views

www.mitpressjournals.org/...ijlm.2009.0005

pbj ALT assessment co-development

shared by S Spaeth on 22 May 09 - Cached
  • Howard GardnerHobbs Professor of Cognition and Education, Project Zero, Harvard Graduate School of Education
  • As shown in table 1, we will be cognizant throughout of who the learners are, where they learn, how they learn, what are the principal curricula, and how competences are purveyed via the media of the time. The grid itself contains generalizations about the past and present, and speculation about the future, thus providing a broad portrait of changes over time. While we do not discuss each entry in the grid, we hope that it aids in thinking about learning in formal and informal settings.
  • Uniform schooling reflects both fairness and efficiency. It appears fair to treat all children in the same way; and it is also efficient, given classes of 20, 30, or even 60 charges in one room, sometimes arrayed by age, sometimes decidedly heterogeneous in composition.
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  • It would be an exaggeration to claim that formal education takes place without attention to what has been learned about the processes of successful learning, such as insights into student motivation, study habits, strategies, metacognition, and other approaches obtained from experience, or, more recently and systematically, from the psychological and cognitive sciences. But it would probably be accurate to say that such accumulated knowledge is used only spottily and sporadically in most parts of the world. Education—teaching and learning—changes very slowly.
  • Yet, nowhere are these ideas dominant. Indeed, until today, one might say that the European classroom models of the 19th century continue to hold sway: Teachers give out information, students are expected to master it with little help, and the awards of the culture during the years of school go to those who can crack the various literate and disciplinary codes.
  • One strategy might involve formal education playing a role in informal learning spaces (perhaps on the analogy of teaching hospitals), and learners' out-of-school passions finding a validating place in formal educational arenas.
  • NDM's vast resources, including the provision of many activities in which the user assumes a formative role, can complement constructivist approaches to education. As noted above, a motivated learner can investigate a wide variety of personal interests on his or her own.
  • At this point in time, deeply constructivist classrooms remain few and far between despite evidence that hands-on, problem-solving approaches in the classroom result in higher levels of student engagement, conceptual thinking, knowledge transfer, and retention (Scardamalia, Bereiter, and Lamon 1994; Bransford et al. 1999; Hmelo-Silver 2004; Meier 1995; Project Zero and Reggio Children 2001; Sizer 1984). But in an environment of “No Child Left Behind” and standardized tests linked to federal funding, the implementation of constructivist principles in the classroom can be considered a risky enterprise for public schools.
  • A web-based project at MIT, for instance, paired French language students with peers in France learning to speak English, and provided students an authentic opportunity to practice their language skills, learn online communication skills, and negotiate the implicit guidelines of a different culture (Cultura 2007).
  • S Spaeth on 22 May 09
     
    In this article we argue that, after millennia of considering education (learning and teaching) chiefly in one way, we may well have reached a set of tipping points: Going forward, learning may be far more individualized, far more in the hands (and the minds) of the learner, and far more interactive than ever before. This constitutes a paradox: As the digital era progresses, learning may be at once more individual (contoured to a person's own style, proclivities, and interests) yet more social (involving networking, group work, the wisdom of crowds, etc.). How these seemingly contradictory directions are addressed impacts the future complexion of learning.
Gary Brown

Might Companies, Not Colleges, Deserve the Blame for a Shortage of Engineers? - Faculty... - 2 views

chronicle.com/...48948

employers education

shared by Gary Brown on 28 Oct 09 - Cached
  • But in fact the number of talented college graduates in the sciences is "quite in excess of the demand," said Harold Salzman, a professor of public policy at Rutgers University. In a new paper, he and a colleague argue that the real problem is at the employment end of the pipeline.
  • It may not be so easy to convince companies, however, that they're the main problem. Susan L. Traiman, director of public policy at Business Roundtable, an association of chief executives of the largest American companies, said the analysis by Mr. Salzman and Mr. Lowell has some potential shortcomings that may explain why its findings contradict the experience of many engineering companies.
  • The fundamental suggestion by Mr. Salzman and Mr. Lowell—that science and engineering companies perhaps should be doing more to grab science and engineering students—may even have trouble winning support on university campuses, where engineering deans increasingly take pride in graduating students with a diverse set of talents, who are able to take on a range of professional challenges, rather than simply follow traditional engineering paths.
  • ...1 more annotation...
  • And Ms. Traiman, despite questioning some of the specifics in the report, said she understands the need for American companies—including those in engineering—to compete harder on both salary and lifestyle issues to attract graduates like Ms. Anderegg.
  • Gary Brown on 28 Oct 09
     
    A new twist on what Dewey worried about: the forfeit of the shaping roleof higher ed.
Gary Brown

U.S. GAO - Program Evaluation: A Variety of Rigorous Methods Can Help Identify Effectiv... - 1 views

www.gao.gov/GAO-10-30

rcts alternative methodology

shared by Gary Brown on 01 Dec 09 - Cached
  • In the absence of detailed guidance, the panel defined sizable and sustained effects through case discussion
  • The Top Tier initiative's choice of broad topics (such as early childhood interventions), emphasis on long-term effects, and use of narrow evidence criteria combine to provide limited information on what is effective in achieving specific outcomes.
  • Several rigorous alternatives to randomized experiments are considered appropriate for other situations: quasi-experimental comparison group studies, statistical analyses of observational data, and--in some circumstances--in-depth case studies. The credibility of their estimates of program effects relies on how well the studies' designs rule out competing causal explanations.
  • Gary Brown on 01 Dec 09
     
    a critical resource
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