The introduction of technology Enhanced Learning into institutions or the workplace implies change. This can be difficult to manage. senior and middle managers complain of resistance by staff to change. Many teachers I talk to would like to use more technology for tecahing and learning, but are frustrated by what they see as organisational inertia or the lack of management backing for change.

My colleague Jenny Hughes, has recently written a chapter called ‘Introducing e-Learning – getting started’ to be published in a forthcoming e-book series. The chapter looks at practical steps to introducing e-learning from the position of a senior manager, a junior manager and classroom teacher. As ever we would be grateful for your feedback on this first draft. Does it make sense to you?.

Introducing e-learning – getting started

If you want to introduce e-learning methods into your organisation the way you go about it will be largely determined by the position you hold. We have considered how you may approach it firstly as a senior manager (e.g Head of HRD or a VET school principal) then as a middle manager (e.g a training officer or section leader) and finally as a classroom teacher or trainer.

Senior manager

Before you even consider introducing e-learning, ask yourself why you are doing it – what problem are you trying to solve with it and what do you want to achieve?  Just as important, how will you know that it has been achieved? What are your targets? Over what time period?  Change needs to be measurable.  ‘Introducing e-learning’ is just not specific enough! Do you want to install a complete learning management system including computerized student / trainee tracking, a repository of materials and course content or would you be happy if a handful of creative teachers or trainers got together and started experimenting with social software tools?

• Consult early and consult often – if you force change on people, problems normally arise.  You need to ask yourself which groups of people will be affected by your planned changes and involve them as early as possible. Check that these people agree with it, or at least understand the need for change and have a chance to decide how the change will be managed and to be involved in the planning and implementation. Use face-to-face communications wherever possible.
• Try to see the picture from the perspective of each group and ask yourself how they are likely to react. For example, older staff may feel threatened and have no interest in adopting new technologies.  The staff who teach IT often consider that e-learning is really under their remit and resent the involvement of other staff in their ‘territory’.   Another very sensitive group will be your IT technicians. They can make or break your plans by claiming they ‘cannot support’ this or that and raising all sorts of security issues and other obstacles.
• Although you may be enthusiastic about e-learning try not to be too zealous – this is not sustainable in the long term. The idea is to convey your enthusiasm and stimulate theirs rather than hard selling e-learning. If you do, people will nod their acceptance then completely disregard it thinking this is yet another of those initiatives that will go away in time. Change is usually unsettling, so the manager, logically, needs to be a settling influence not someone who wants to fire people up with his own passion thinking this will motivate them.

• Think carefully about the time frame. If you think that you need to introduce e-learning quickly, probe the reasons – is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.
• Think about the scale. Are you going for a top down approach which may be standard across the institution and include a Learning Management System and a Learning Content Management System? Or are you going to stimulate small scale explorations in the classroom with a few interested teachers and try to grow e-learning organically?
• Avoid expressions like ‘mindset change’, and ‘changing people’s mindsets’ or ‘changing attitudes’, because this language often indicates a tendency towards imposed or enforced change and it implies strongly that the organization believes that its people currently have the ‘wrong’ mindset.
• Workshops, rather than mass presentations, are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc.
• Staff surveys are a helpful way to repair damage and mistrust among staff – provided you allow people to complete them anonymously, and provided you publish and act on the findings.
• You cannot easily impose change – people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers. Management and leadership style and behaviour are more important than policy and sophisticated implementation  processes and. Employees need to be able to trust the organization.
• Lead by example – set up a Facebook group as part of the consultation process, use a page on the organization website to keep people up to date with planned changes, use different media to communicate with staff, make a podcast of your key messages and publish it on YouTube

John Kotter, a professor at Harvard Business School has designed the following eight step model, which we think is really useful so we have included it in full.

• Increase urgency – inspire people to move, make objectives real and relevant.
• Build the guiding team – get the right people in place with the right emotional commitment, and the right mix of skills and levels.
• Get the vision right – get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
• Communicate for buy-in – Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people’s needs. De-clutter communications – make technology work for you rather than against.
• Empower action – Remove obstacles, enable constructive feedback and lots of support from leaders – reward and recognise progress and achievements.
• Create short-term wins – Set aims that are easy to achieve – in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
• Don’t let up – Foster and encourage determination and persistence – ongoing change – encourage ongoing progress reporting – highlight achieved and future milestones.
• Make change stick – Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.

Middle managers

As a middle manager, in some ways you are in the most difficult position if you want to introduce e-learning methods in your classrooms or workplace as you have to convince both those above you and below you. Convincing senior managers is usually fairly easy to start with if you present them with some concrete benefits of using e-learning in a specific context and tell them that in the first instance it will not cost anything. For example, telling management that you are going to get your first year building apprentices to set up a wiki around new materials or record their work experience on a blog and that there are no cost implications is very unthreatening whereas announcing that you are going to introduce e-learning across your department is going to raise all sorts of concerns.

The important thing is that once you have done something, share the success stories with your senior managers – get them to listen to the podcast your apprentices made or invite then to join your engineering students’ Facebook group.  This reassures them they made the right decision in allowing you to get on with it and actively engages them in the process. It is then much easier asking for extra money for a vid cam to improve on the audio podcasting than it would have been without any concrete outcomes.

A lot depends on how familiar your senior managers are with e-learning technologies and pedagogies and whether they are promoting it, indifferent or actively against the ideas.

If they are lacking in knowledge, one of your jobs is to educate them and the best way of doing this is to do some small scale stuff (such as the things suggested above) and show them the results. Make a clear, simple but well produced slide presentation explaining what you want to do and the benefits it will bring. Don’t send it to them as an email attachment – upload it to Slideshare and send them the link. In this way you are ‘training’ your managers in the use of e-learning –  don’t miss an opportunity!

If you do need extra resources, set out a clear proposal showing what is capital cost (such as hardware) and what is recurring revenue cost (such as broadband connection). Make sure you cost in EVERYTHING (see list above) – there is nothing designed to infuriate senior management as much as a proposal that is deliberately under-costed to increase its chances of approval then to find out after implementation has started there are extra costs which, if not met, waste the rest of the investment. Of course, this is true of any proposal but investment in e-learning seems particularly prone to escalating and ‘hidden’ costs.

When it comes to dealing with the people below you, the same rules apply as those set out for senior managers. To these we would add one or two specific ideas.

• Begin with a grass roots approach
• Start where you have most chance of success. – Find out who in your section or department is interested in e-learning or is confident about using ICT. Encourage and ‘grow’ these people and make sure you reward them in some way. (This could be a few hours non-contact time to develop some e-learning materials or chance to go to a training course, conference or visit. )
• Talk about the successes at staff meetings.  Most people will see e-learning as yet more work for which there is no payback – you have to motivate them in some way.
• Find a vocal group of beta testers
• Don’t set strict rules – encourage exploration and experiment
• Create opportunities for staff to look at e-learning being used effectively. This could be visits to other VET schools or training centres, (real or on-line), YouTube videos or practical training sessions – the best are those where they leave with e-learning ideas or materials or other products that they can use immediately in their classroom or work place.
• Encourage staff to join in on-line forums or open meetings about e-learning. If they are not confident to start with, it is perfectly OK to ‘lurk’ in the background occasionally. www.pontydysgu.org is a good site for finding out about on-line events for trainers

• Hold informal training sessions and encourage the use of microblogging as a back channel during training
• Constantly monitor feedback and make changes as needed
• Communicate the stories behind e-learning e.g How did social software start? What made Twitter happen? Will Facebook survive?

Teachers / trainers

If you are an individual teacher or trainer it can be very daunting trying to introduce e-learning into your teaching if you are working in an organisation where there is no experience or culture of e-learning. You cannot change this easily from your position. The best way of influencing things is to just try something out in your own classroom. You are definitely better starting off with some simple web 2.0 based activities as these have no cost implications. Choose this activity carefully – think of any objections that could be raised, however ridiculous. For example –

A Facebook group? – Facebook is banned or even firewalled because staff and trainees waste too much time on it.

A skype video interview between a group of apprentices and a skilled craftsman? – IT support section will not let you access Skype, (which uses a different port, which they will have closed and will not open for ‘security reasons’)

Sharing bookmarks using del.icio.us ? – the students will use it to share porn sites.

An audio podcast may be a good start if you have enough computers with built in mics and speakers or access to a mic and a recording device like an i-pod. Setting up a group wiki around a particular theme is also difficult to object to. Another possibility is to get trainees blogging (For detailed instructions on how to do all this, look at the Taccle handbook)

If you are lucky, you may find that your managers are just glad that someone is interested and give you the freedom to operate. There are very few who will actively prevent you as long as it does not cost them time or money, although you may find that some other staff have a negative attitude.

From this base you can gradually build up a small informal group of like-minded teachers to share ideas or swap materials.  A group of teachers will also have more influence. Make sure any positive outcomes are disseminated, preferably show casing trainees’ work.

One good way of doing this is to print out a list of guest log-ins and passwords to anything you are working on (e.g a wiki) or the url to web pages where your trainees are publishing work. Add a brief explanation and stick it on the wall as well as routinely sending it by email to other staff in your section ‘for information’. This has the double benefit of keeping what you are doing transparent and also makes some people curious enough to click on the hyperlink.

Invite other teachers along to your classroom when you know you will be using e-learning or invite them to drop in to your group meetings.

You will also need to introduce the idea of e-learning to your trainees.  Although many of the younger students will need no convincing, it can be difficult with older workers who may have a very fixed idea of what constitutes ‘training’ or ‘learning’.  Make sure that the first time you introduce a new application to a group that you allow enough time to explain how the technology works and time for them to familiarize themselves with it using a ‘test’ example before you start. For example…”let’s all try setting up a wiki about things to do with Christmas  / the World Cup / the best pubs in …” before you get onto the serious stuff.

Stephen Downes wrote last night that national programs supporting open educational resources (OERs) are springing up. He noted the publication of a Green Paper describing and making recommendations for OER initiatives in Brazil. Also, in Holland, he said, the government has launched the Wikiwijs project (literally: Wiki Wise), which “is an open, internet-based platform, where teachers can find, download, (further) develop and share educational resources. The whole project is based on open source software, open content and open standards.” Meanwhile the Washington State colleges board has passed a resolution saying “All digital software, educational resources and knowledge produced through competitive grants, offered through and/or managed by the SBCTC, will carry a Creative Commons Attribution License.”

To these initiatives can be added the launch of JISC OER Infokit (interestingly developed on a PBWorks wiki site) aiming to explore a range of considerations from specific technical issues to barriers and enablers to institutional adoption. They say “This infoKit aims to both inform and explain OERs and the issues surrounding them for managers, academics and those in learning support. It is aimed at senior managers, learning technologists, technical staff and educators with an interest in releasing OERs to the educational community.”

Stephen Downes quotes the Brazil Green Paper saying: “Education policy and projects that combine infrastructure investment with a coherent ‘network’ approach to content are the most likely to have significant positive impact and realize the goals of the policy. The ability of the Internet to create radical increases in innovation is not an accident – but it is also not guaranteed to happen simply through putting computers and courses onto the network. This ‘generative’ effect of networks comes from the combination of open technologies, software platforms that allow creative programming, the right to make creative and experimental re-use of content, and the widespread democratization of the skills and tools required to exercise all of those rights.”

The issue of democratisation is taken up in an excellent blog post entitled “Open Education: the need for critique” by Richard Hall. Richard says ” democratic practices in education are critical in enhancing our broader socio-educational life, and underpin radical re-conceptualisations of educational practice, for example mass intellectuality, a pedagogy of excess and student-as-producer.” He goes on to say: “To use the term learning revolution demands a critique of the political economics of education, and the social relations that exist therein. This cannot be done in terms of OERs without an engagement with critical pedagogy.”

Richard points to risks in present discussions about PLEs, OERs and informal learning.

That the role/importance of individual rather than social empowerment is laid bare, and that within a libertarian educational structure, the focus becomes techno-determinist. The risk here is that, accepting the position of others in meaningful, socially-constructed tasks, technology is the driver for individual emancipation [although we rarely ask “emancipation for or from what?”]. Moreover, we believe that without constant innovation in technology and technological practices we cannot emancipate/empower ever more diverse groups of learners.

That we deliver practices that we claim are radical, but which simply replicate or re-produce a dominant political economy, in-line with the ideology of accepted business models. So that which we claim as innovatory becomes subservient to a dominant mode of production and merely enables institutions to have power-over our products and labour, rather than it being a shared project [witness the desire for HE to become more business-like].

That we fetishise the outcomes/products of our labour as a form of currency. This is especially true in the case of open educations resources, which risk being disconnected from a critique of open education or critical pedagogy, and PLEs which risk being disconnected from a critique of their relationship to our wider social relations.

That we fetishise the learner as an autonomous agent, able to engage in an environment, using specific tools and interacting with specific OERs, so that she becomes an economic actor, rather than seeing her engagement as socially emergent and negotiated.

He puts forward a number of questions around iopen education and OERs.

How do we prioritise engagement with the broader, open context of learning and education, with trusted peers? How do we raise our own literacy around openness, in order to legitimise sharing as social practice and as social process, and not as a response to a target of OER-production-as-SMART-objective?

Is the production of OERs a means of furthering control over our means of production and our labour? Is there a risk that the alleged transparency of production of OERs is used to further control and power-over, for example, teachers and teaching by impacting contracts of employment?

Though education, how do we enable the types of participatory engagement and re-production of groups like the Autonomous Geographies Collective or Trapese, where the production of OERs is a secondary outcome to the re-fashioning of social relationships that it enables? By so doing, we might just enable groups to engage with the activity-areas that Harvey highlights as a process of production, rather than fetishising the production of things.

How do we resist the increasing discourse of cost-effectiveness, monetisation, economic value, efficiency that afflicts our discussion of open education? How do we move the argument around sustainability and open education away from a focus on economic value? Too often our discussion of open education is reduced to a discussion of OERs and this, in turn, is reduced to a discourse of cost and consumption. As a result, our role in education is commodified and objectified.

Do we ask who is margnalised in the production of OERs or in open education? Are non-Western cultures engaging in open education and the production of OERs through the languages of colonialism or by focusing on native socio-cultural forms? At what point do OERs and open education become part of a post-colonial discourse focused upon new markets?

How do we utilise OERs to open-up trans-disciplinary approaches to global crises, like peak oil and climate change? How do we enable the emerging array of open subject resources to be utilised across boundaries (be they personal, subject, programme, course, institutional or national), in order to challenge sites of power in the University and beyond? These resources enable ways of challenging hegemonic, mental conceptions of the world and framing new social relations. This requires curriculum leadership. These crises require socio-educational leadership.

These questions challenge us to reconceptualise what we mean by open education. More than that they force us to start exploring a critical pedagogy and what that implies in terms of meanings and our actions as educators and educational researchers and developers I hope Richards blog post gets the attention from the community it deserves. I will be trying to answer some of the questions on this blog in the next few days.

As I guess most of you will know the UK has a new right wing coalition government. As always, being a new government, they have announced a raft of new policy measures including in education. the major tenet of the government policy is to use the financial crisis to impose wide ranging cuts on public services. In the education area, early policy announcements have included allowing schools to opt out of local government control (and the introduction of private sponsorship), cuts  in funding of university places (and strongly rumoured rises in tuition costs), a two year freeze on pay rises, cuts to free school meals and the abolition of the British Education Communication and Technology Agency (Becta).

I think it would be fair to say few of these measures have found favour with educationalists! But how should we react to these policies. especially given that the government is only two or so months old? Perhaps I am old fashioned but I think the only answer is to build a broad alliance to oppose government policies. So I am a little bemused by the following letter, available on the NAACE web site,  signed by a broad coalition of organisations involved in Technology Enhanced Education seeking to enter a dialogue with government education minister Michael Gove:

At a meeting on 4 June 2010 Naace, the ICT Association, brought together leaders from key organisations from across the education system to discuss the future of Information Communication Technology in Education.

Agreement was reached on a joint vision statement. We now circulate this to you and other interested parties. We seek assurances from you that the new government recognises the importance of ICT to learning, to learners, to management, and to the overall success of the whole education system.

The freedoms promised to schools, colleges and beyond by the coalition government provide new opportunities for teachers, lecturers and learners to make the best possible use of ICT to support, enrich and extend learning across and beyond the curriculum, thereby improving achievement, enabling personalisation and ensuring employability.

Responsibility for leadership in this field must be shared between schools, colleges, providers of adult learning, local authorities, industry, and government. If we work together, through membership organisations, subject associations and looser networks and communities of educationalists, technologists and policy makers, we can provide the mutual support and challenge that will be needed if the learners in our charge are to continue to benefit.

When used well and managed wisely, ICT is a powerful tool to ensure that:

• curriculum and pedagogy stay relevant to an increasingly digital world and economy;
• all learners are included, protected, and empowered;
• teachers and lecturers have efficient, effective and economic access to digital resources, together with the tools to create and deploy these resources themselves.

The education system is ripe for the development of new models that:

• maximise the return in learner achievement from investment in ICT;
• support effective pedagogy;
• provide an evidence‐base to inform decision‐making;
• enable efficient procurement of software, hardware, infrastructure, and services through improved market competition and collaborative purchasing;
• assure the quality and independence from commercial or ideological bias of support available for those in leadership roles.

The success of the country depends on the long term strength of the economy and for this, fluency in ICT matters as much as does competence in English and Mathematics. In short, a digitally literate and digitally creative workforce is of vital importance to every citizen, and achieving this demands an entitlement to the best possible use of ICT in education – by learners, by schools, colleges and institutions, and by educational leaders.

We look forward to confirmation that the newly elected government shares our vision for ICT in education, and we look forward to working with government on putting the vision into practice.

Most of the statement seems fairly innocuous although I am not sure it amounts to a ‘vision’. And although I know we have got used to justifying projects in terms of economic goals, I am not happy with phrases like “the success of the country depends…” to say nothing of the statement recognising the opportunities of the freedoms (read cutbacks and privatisation).

I also see the need for dialogue if we are to even defend the present education system let alone provide increased learning opportunities. But to me the real subtext is – we know you are going to make cutbacks but please don’t cut our part of the system. And that is not a constructive dialogue at all.

There’s an interesting aside in an article in today’s Guardian newspaper on the so called problems of plagiarism. Why do I say so called? Whilst I would agree that practices of buying and selling essays are a problem, these practices have always gone on. When, many years again pre-internet days, I was a student at Swansea University, it was always possible to buy an essay in a bar. And I would also argue that a side benefit of cut and stick technologies is that standards of referencing in universities today is much higher than it was in my time as student. Indeed at that time, you were expected to buy your tutors’ textbooks and to paraphrase (plagiarise) their work. Plagiarism is as much a social construct as it is a technological issue.

But coming back to today’s article, reporting on a three day international conference on plagiarism at Northumbria University, the Guardian reports that “The conference will also hear that the problem of plagiarism at university could be reduced if students used “digital storytelling” – creating packages of images and voiceovers – rather than essays to explain their learning from an imagined personal perspective.

Phil Davies, senior lecturer at Glamorgan university’s computing school, said he had been using the technique for two years and had not seen any evidence of cheating. “Students find it really hard but it’s very rewarding, because they’re not copying and writing an essay, they have to think about it and bring their research into a personal presentation.”

Another approach is to focus on authentic assessment – or rather assessment of authentic learning tasks. In this case students are encouraged to use the internet for research but have to reflect on and re-purpose materials for reporting on their own individual research.

In both cases this goes beyond dealing plagiarism – it is good practice in teaching and learning. And I wonder if that might be a better starting point for the efforts of researchers, developers and teachers.

Today is the last day for submissions to the Personal Learning Environments Conference being held in July in Barcelona. Here is my abstract for the conference, based on work Pontydysgu are developing through the EU funded Mature project. I will try to post a longer version in the next week or so.

Central to the idea of the Personal Learning Environment is it can assist learners in bringing together and reflecting on all their learning be it form formal education programmes, from work or from home. This would include both formal and informal learning.

According to Jay Cross, around 80 per cent of learning in work is informal. Yet much of the focus for work based learning is on courses, rather than practice. Apprenticeship systems usually combine learning in vocational schools with practice in the workplace but there are often problems in linking up theoretical school based learning with work based practice.

Researchers into organisational learning have focused on how workplaces can be designed to facilitate learning. Barry Nyhan (Nyhan et al, 2003) states “one of the keys to promoting learning organisations is to organise work in such a way that it is promotes human development. In other words it is about building workplace environments in which people are motivated to think for themselves so that through their everyday work experiences, they develop new competences and gain new understanding and insights.”

Yet without support for learning, organizational change may not be sufficient. Vygotsky (1978) has pointed to the importance of support from a More Knowledgable Other to support learning in a Zone of Proximal Development which which is the gap between the “actual developmental level” which a person can accomplish independently and the “potential developmental level” which person can accomplish when they are interacting with others who are more capable peers or adults.

The paper will report on work being undertaken through the EU IST programme to develop a Personal Learning & Maturing Environment (PLME), embedded into the working environment, enabling individuals to engage in maturing activities within the organisation and in wider communities of practice beyond organisational boundaries. The work centres on the design a ‘mini learning activities (Conole, 2008) utilising Technology Enhanced Learning to support learners in a Zone of Proximal Development. These activities will utilise multi media including infographics and Technology Enhanced Boundary Objects (Hoyles at al). Although the mediation of a MKO may be seen as being embodied within the technology, learners will also have access to support through an organisational people tagging service. The PLE applications will be available to learners both through desktop and mobile devices.

References

Barnes S.A., Bimrose J., Brown A., Hoyles C., de Hoyos M., Kent P., Magoulas G., Marris L., Noss R., Poulovassilis A. (undated) Workplace personalised learning environments for the development of employees’ technical communicative skills, Engineering and Physical Sciences Research Council

Conole G., Dyke M., Oliver M., Seale J (2004) Mapping pedagogy and tools for effective learning design, Computers & Education, Volume 43, Issues 1-2, August-September 2004, Pages 17-33 21st Century Learning: Selected Contributions from the CAL 03 Conference

Nyhan, B. Cressey, P. Tomassini, M. Kelleher, M., Poell, R. (2003). Facing up to the learning organisation challenge. Vol. I. Thessaloniki, CEDEFOP

Vygotsky L.(1978) Mind in society: The development of higher psychological processes. Cambridge, MA, Harvard University Press.

Well, this is a question many people have been asking me. This is equally a question I ask myself. Simply because it is still hard to articulate my purpose and choices in such a way it becomes clear enough to those who ask. As Einstein once said, if you can’t explain it simply, you don’t […]