ILT Strategy ... A Framework
Russell Symmons Alyson Dacey
Welcome • Introduction • Housekeeping • The role of RSC Wales
“Learning and Innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow”
Context RSC Wales e-Learning Survey 2008 • 88% of providers stated that they either had no clear view (42%) of the direction ILT would take in their organisation, where there was awareness, it lacked detail (46%) • 84% of providers stated that work had not started on an ILT strategy (56%) or it was still in draft form (28%)
Aim To enable WBL leaders to develop ILT strategies in the context of whole organisational improvement
Objectives • To develop a strategic approach to using ILT
• To enable providers to analyse and clarify the current state of e-learning in their organisations • To share effective practice • To respond to organisational need.
Strategy Matters “Over the years, when we’ve thought about ‘e-Learning strategy’, the focus was too often on the ‘e-Learning’ part and less on the ‘strategy’ part”
“We bought tons of technology without considering how or if the organisation could use it. We built or bought online courseware without a firm understanding of the needs it might serve or the specific benefits it would bring. We focused on our tools before we focused on our clients. And we wondered why we had so much trouble getting the organisation to embrace what we were doing” The e-Learning Guild’s Handbook of e-Learning Strategy
The e-Learning Guild’s Handbook of e-Learning Strategy
Programme Structure
How to create an effective ILT Strategy
Developing the ILT Strategy Completing the Strategy
ILT Strategy
Quality Improvement Agency - National Teaching and Learning Change Programme
HOW
DEVELOPING
COMPLETING
• clarify the ILT position of the organisation using a diagnostic tool • identify the key components for an ILT strategy • develop a framework for the ILT strategy • explore tools to engage colleagues in developing ILT strategy • build on effective practice Quality Improvement Agency - National Teaching and Learning Change Programme
HOW
DEVELOPING
COMPLETING
• use the diagnostic tools within your organisation • work with colleagues to develop an organisational ILT strategy
• share progress with RSC Wales
Quality Improvement Agency - National Teaching and Learning Change Programme
HOW
DEVELOPING
COMPLETING
• discuss issues with RSC Wales to refine your strategy
• finalise your ILT strategy
Quality Improvement Agency - National Teaching and Learning Change Programme
Activity What are the challenges for your organisation in relation to adopting ILT?
Potential challenges • infrastructure and support • staff training • content • funding and time • influencing change
Activity What do you see as the key benefits of utilising Information Learning Technologies within your organisation?
Benefits • Try to retain ‘knowledge’ within the company and make it less likely to ‘evaporate’ • Improve learner and staff experience • Widen access and choice for learners
• Improve engagement and achievement • Enhance business competitiveness by supporting expansion • Improve ‘brand image’ • Improve grades
Benefits • Improved communications • Smarter monitoring • Improved Customer Relationship Management
• Support for Work Based Assessors • Effective use of time • Improve organisational efficiencies
• Centralising and co-ordination of information • Improved business efficiencies through paper-free environment
Potential benefits for all stakeholders • improved retention – contracts and learners • improved achievement • improved satisfaction • effective performance management • a better bottom line
Key Considerations in Developing an ILT Strategy
Visualise where we want to be
Strategy Development
Identify where we are
ILT Strategy
Quality Improvement Agency - National Teaching and Learning Change Programme
Identify where we are
Visualise where we want to be
Strategy Development
Work Based e-Learning Positioning Toolkit
Identify where we are
Visualise where we want to be
Strategy Development
• look at good practice in the sector • visit websites / reading
• visit NLN resources • invite in speakers / visit others • generate internal discussions
• consider government and funder expectations Quality Improvement Agency - National Teaching and Learning Change Programme
Identify where we are
Visualise where we want to be
Strategy Development
How will our organisation fit into a future world ?
Identify where we are
Visualise where we want to be
Strategy Development
The Learner
Quality Improvement Agency - National Teaching and Learning Change Programme
Identify where we are
Visualise where we want to be
Strategy Development
Plan the journey • get everyone on board • set responsibilities • set a timescale
• identify the resources • identify the pressures and the barriers Quality Improvement Agency - National Teaching and Learning Change Programme
Review Visualise where we want to be
Identify where we are Action Plan
Quality Improvement Agency - National Teaching and Learning Change Programme
Identify where we are
Visualise where we want to be
Strategy Development
Strategy Framework • We need a strategy • What should the strategy look like?
• How will we know if the strategy is working?
Quality Improvement Agency - National Teaching and Learning Change Programme
You
End Result
Leadership Styles
Your Strategy
Your Organisation
Quality Improvement Agency - National Teaching and Learning Change Programme
You
Your Strategy
Your Organisation
End Result
• A leader cannot implement an ILT strategy without engaging others
• Their leadership style affects people around them
Quality Improvement Agency - National Teaching and Learning Change Programme
You
Your Strategy
Your Organisation
End Result
What distinguishes good leaders from bad leaders?
You
Your Strategy
Your Organisation
Leadership Styles Authoritarian or Autocratic • Clear expectations, what, when and how • Clear division between leader and followers • Little input from others • Tends to dictatorial approach http://www.nwlink.com/~donclark/leader/leadstl.html
End Result
You
Your Strategy
Your Organisation
Leadership Styles Participative or Democratic • Offer guidance but seek input • Participate in group • Retain final say
http://www.nwlink.com/~donclark/leader/leadstl.html
End Result
You
Your Strategy
Your Organisation
End Result
Leadership Styles Delegative or Free Reign • Little or no guidance • Abdicate decision-making • Tends to poorly defined roles and lack of motivation
http://www.nwlink.com/~donclark/leader/leadstl.html
You
Your Strategy
Your Organisation
End Result
You
Your Strategy
Your Organisation
End Result
What’s Your Style? http://psychology.about.com/library/quiz/bl-leadershipquiz.htm
You
Your Strategy
Your Organisation
Managing Change
End Result
You
Your Strategy
Your Organisation
End Result
Any organisational change requires: • • • • •
Vision – why do it – where is it leading? Skills – does it depend on an upgrading of capability? Incentives – why should we change? Resources – what is required to achieve the results? Action plan – how are we going to do it?
If any one is missing an emotional reaction will occur Complex change and emotional impact - Tim Brighouse
You
Your Strategy
Your Organisation
End Result
Vision + skills + incentives + resources + action plan change
Vision + skills + incentives + resources + action plan confusion Vision + skills + incentives + resources + action plan anxiety Vision + skills + incentives + resources + action plan opposition Vision + skills + incentives + resources + action plan frustration
Vision + skills + incentives + resources + action plan false starts Complex change and emotional impact - Tim Brighouse
You
Your Strategy
Your Organisation
End Result
Conventional organisational change, which typically encompasses training and development, and 'motivation', mostly fails. Why?
You
Your Strategy
Your Organisation
End Result
• People will never align with bad aims • People can't just drop everything and 'change', or learn new skills • Organisations commonly say they don't have time to re-assess and re-align their aims and values, etc., or don't have time to consult with people properly, because the organisation is on the edge of a crisis • Well who's bloody fault is that? Organisations get into crisis because they ignore facts one and two. Ignoring these facts again will only deepen the crisis. http://www.businessballs.com/organizationalchange.htm
You
Your Strategy
Your Organisation
End Result
Employee Resistance • Lack of understanding around the vision and need for change • Comfort with the status quo and fear of the unknown • Corporate history and culture • Opposition to the new technologies, requirements and processes introduced by the change • Fear of job loss
You
Your Strategy
Your Organisation
End Result
Manager Resistance • Loss of power and control • Overload of current tasks, pressures of daily activities and limited resources • Lack of skills and experience needed to manage the change effectively • Fear of job loss • Disagreement with the new way • Scepticism about the need for change
high agreement
Bed-Fellows
Allies
low trust
high trust
Adversaries
Opponents
low agreement
You
Your Strategy
Your Organisation
End Result
• When introducing change, it is useful to consider who will support the change, and who might oppose it. • Consider the 9 influencing strategies and how they may be beneficial to your organisations
The only Constant in life is Change
"The secret of change is to focus all your energy, not on fighting for the old, but on building the new." -Socrates
good or 'bad" there will be a sense of loss of what "was."
http://www.changecycle.com/changecycle.htm
you doubt the facts, doubt your doubts and struggle to find information about the change that you believe is valid.
http://www.changecycle.com/changecycle.htm
The change and all it means has now become clear and starts to settle in. Frustration and lethargy rule until possibility takes over. http://www.changecycle.com/changecycle.htm
the pivotal place where you make the choice either to move on and discover the possibilities the change has presented or to choose fear and return
http://www.changecycle.com/changecycle.htm
the "light at the end of the tunnel." Perspective, anticipation, and a willingness to make decisions give a new sense of control and hope.
http://www.changecycle.com/changecycle.htm
you understand the change and are more confident, think pragmatically, and your behaviour is much more productive.
http://www.changecycle.com/changecycle.htm
regained your ability and willingness to be flexible. You have insight into the ramifications, consequences and rewards of the change
http://www.changecycle.com/changecycle.htm
Where next?
Russell Symmons
[email protected]
Alyson Dacey
[email protected]
