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DIGITAL LEARNING R&D

MAKING SPACE FOR PARTICIPATORY LEADERSHIP


KRISTEN ESHLEMAN | SEPTEMBER 15, 2015

What is important is seldom


urgent. And what is urgent is
seldom important.
- Dwight D. Eisenhower

WHAT CAN HIGHER ED LEARN FROM INDUSTRY?


The Three Horizons of Growth

Horizon 1

Horizon 2

Horizon 3

Extend and defend core


business

Build emerging businesses

Create viable options

Rationale

The framework continues to be useful, especially in uncertain times. The


immediacy of concerns around horizon-one businesses can easily overwhelm
other efforts important to the future of a company.

Source: http://www.mckinsey.com/insights/strategy/enduring_ideas_the_three_horizons_of_growth

INDUSTRY SPENDING IN THE HORIZON MODEL


Typical Allocations in 2014

85%

10%

5%

1
Day to day operations

2
5% on incremental improvements
5% on sustaining innovations

3
Big, disruptive innovations

Source: https://hbr.org/2014/09/how-to-prioritize-your-innovation-budget/

SPENDING CHOICES: TODAY VS TOMORROW


What industry views as a better spending proportion

Benefits
Today

Tomorrow

Management System

1: Day to Day Operations (75%)

Deliver results;
sustain success

Within existing
organization (ROI)

2: Incremental improvement (5%)

Faster, cheaper
(efficiency)

Within existing
organization (ROI)

2: Sustaining innovations (10%)

Better
(effectiveness)

3: Disrupting innovations (10%)

Growth
(transformation)

Structures to manage
across functions and
boundaries (ROI &
experimentation)
Autonomous units to
incubate opportunities
(venture funding &
experimentation)

Market Impact
Within existing value
network and
customers
Within existing value
network and
customers
Within existing value
network and
customers
New value networks
and customers

Source: https://hbr.org/2014/09/how-to-prioritize-your-innovation-budget/

REVIEW THE FOLLOWING TECHNOLOGY-BASED INNOVATION


Historically, Davidson College used a paper-based model for student records.
The model supported a linear chain of custody that started in recruitment and
ended in the alumni office, connecting everything in-between: admission,
registration, advising, financial aid, grades etc. Staff work and relationships were
aligned to this chain.
Davidson has since moved all student records to an electronic document
workflow. This non-linear system up-ended established workflows,
dependencies and professional relationships. Access to student records is now
real-time, synchronous, at any time, and from anywhere.

Poll:

Is this innovation a sustaining innovation or a disrupting innovation?

HORIZONS IN HIGHER ED

Why Digital Learning R&D?


http://tinyurl.com/dlrddavidson

HORIZON MODEL FOR DIGITAL LEARNING


Davidson College: Center for Teaching & Learning (ITS, Library, DRLD)

Horizon 1

Horizon 2

Horizon 3

Day to day

Continuous Improvement

R&D

Deliver current services to


expectations

Introduce emerging pedagogical


strategies

Track and mitigate disruptive


threats to higher education

Design solutions for immediate


needs & opportunities

Design solutions for medium term


needs & opportunities

Sow seeds for future educational


models

Build relationships with future


faculty & student partners

Invest in experimental and


exploratory research projects and
pilots

Strengthen reputation

Build pipelines for integration back


into the existing model

Foster relationships with faculty


and student partners

IT SPENDING
Estimated Allocations

85%
1
Day to day operations

Davidson college

15%

0%

2
10% on incremental improvements
5% on sustaining innovations

3
Big, disruptive innovations

We operate primarily in operations and innovation, but we dont have a separate


bucket for disruptive innovations.

10

The best strategy in a time of


uncertainty is not to seek or
force the way forward, but to
enter a cycle of
experimentation.
- George Siemens, http://www.elearnspace.org/blog/2015/08/03/white-house-innovation-in-higher-education/

What is important is seldom


urgent.
AndISwhat
urgent is
THE D
FOR is
DESIGN
seldom imporant.
- Dwight D. Eisenhower

DESIGN-THINKING

1
2
3
4
5

Empathize: To create meaningful innovations, you need to know


your users and care about their lives.

Define: Framing the right problem is the only way to create the right
solution.

Ideate: Its not about coming up with the right idea, its about
generating the broadest range of possibilities.

Prototype: Build to think and test to learn.

Test: Testing is an opportunity to learn about your solution and your


user.
Source: http://tinyurl.com/dschool5steps

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DLRD: PARTICIPATORY LEADERSHIP

Kristen Eshleman

Hannah Levinson

Fuji Lozada

Mark Sample

Director of Digital Learning R&D and


Academic Technology

Director of Entrepreneurship &


Innovation

Associate Professor and Director of


Digital Studies

Best practices in digital learning


pedagogy; Action research design and
implementation; IT strategy; Student
agency

External partnerships with alumni and


community in entrepreneurism;
connecting the liberal arts theory to
practice and preparing students to lead,
serve, and innovate in the quest for new
knowledge and solutions within our
rapidly changing, interconnected world.

Professor of Anthropology &


Environmental Studies; Director of
Center for Interdisciplinary Studies
CIS for credit-bearing course
development, student-driven majors and
multi-modal research and scholarship.

Critical analysis and creative discovery


through Digital Studies; connecting
scholarship and critical theory to
applications of digital technology;
background in the scholarship of
teaching and learning.

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LEADERSHIP TOOLBOX
Building a participatory leadership model

Get Social

Empower People

Throw Out the Org Chart

Communicate!

Know your campus culture. It is not


only the most determined who drive
change; it is those who most fully
engage with like-minded people. The
best ideas come from careful and
continuous social exploration.

Question the degree of verticality in your


division, department, or team. The best
ideas emerge in egalitarian, flat
structures. Create the spaces that
enable a social flow of ideas.

Its not simply the brightest who have


the best ideas; it is those who are best
at harvesting ideas from others.

When and what to communicate is


important. Too little transparency puts
trust relationships at risk. Too much
transparency can slow down the
process. When you cannot share
details, share high level visions and
timelines.

Look beyond job titles and hierarchies.


People with the best ideas can be
anywhere in the organization

Quotes from: http://www.amazon.com/Social-Physics-Spread-The-Lessons-Science/dp/1594205655 15