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
r.symmons@swansea.ac.uk
Alyson Dacey
a.dacey@swansea.ac.uk