SUNY Online Teaching Community Resources

I'm constantly jazzed by my Twitter network because I have easy access to a stream of customized information and ideas that motivate me—one characteristic of differentiated learning.

Karen Swan is the James Stukel Distinguished Professor of Educational Leadership at the University of Illinois Springfield and an expert on online and blended learning.

One study, commissioned by the U.S. Department of Education, did a meta-analysis of 51 reports on online instruction comparing student outcomes in online, blended and/or face-to-face environments. It found that students who took all or part of their classes online performed better, and that the effectiveness of online and blended instruction was broad across variations in students, types of programs and content areas.

Answers from 31,000 students at 58 institutions revealed that even after controlling for age, gender, major, type of institution and number of fully online courses taken, technology use was positively related to categories of engagement measured by NSSE benchmarks (for example, active and collaborative learning and student-faculty interaction), deep approaches to learning and self-reported learning outcomes.

Understand that we will never get back to normal: While it is comfortable to want to seek the status quo, “normal” in times of a crisis is constantly changing. Leaders need to move on to seek better ways of doing things, letting these new ways become the new normal. Take care of one another: Listening reduces anxiety. Provide regular updates on what is happening across the organization and expand inclusivity. React…pause…respond: The right response will be made once information gathering, integrity, an open heart, and seeking to understand have been considered. Talk—even when you don’t believe there is much to say: Overcommunication is essential during turbulent times. Consistent and continuous messaging prevents rumors from spreading and demonstrates the leaders’ approachability and transparency. Be visible—now is not the time to play hide-and-seek: People become fearful when the leader goes into hiding. As a leader, be present, inform comfort, and provide strength for others. Maintain integrity and high value morals: Current circumstances should not influence or distort your definition of integrity and other core values. Optimize costs, with retention in mind: Make cost optimization decisions keeping employee retention in mind. This allows leaders to assess risk and make more informed decisions. Be a brand ambassador: The organization needs people who are brand ambassadors. As brand ambassadors, you are responsible for representing the organization both internally and externally in a positive manner. This means you must refrain from making statements that might cause further turbulence. Assess and rebuild trust: Rebuilding an injured organization requires making difficult decisions that not everyone will understand. For this reason, you and other leaders must continuously asses and rebuild trust. Remember, leaders are human, too: Though there will be difficult times during a crisis, as leader, it is important to remain composed. Think like a child: Try to live “in the moment,” not allowing business to consume every moment. Work/life balance can exist, even in a crisis. Take care of your emotional, physical, and spiritual well-being: Don’t put any aspect of your well-being on hold. While change and uncertainty at work are draining, you cannot allow them to take over your life.

I am driven by passion.