Tag Archives: virtual organization

Whither Higher Education? 16 Ideas.

1 May

Whither higher education in the global, digital, flat world of today and tomorrow? It’s the cocktail party conversation topic du jour. My pick of 16 thoughts on the subject:

  1. We’ll Pay to Be Members: Education will be seen as something you pay for regularly, before and after you draw on it, like life insurance or a membership to a benevolent society or tithes to a church; although there won’t be an “after”–in the future we’ll never stop learning;
  2. Disaggregated Learning Bits: The “feel” of participating in higher education will be disaggregated, with much more involvement of crowd-sourced-like components and entrepreneurial thinking (and perhaps funding), in which people in all walks of life will play equal parts (as in Jim Groom’s “proto-MOOC” which is both in and outside of a university);
  3. Control to the Students: Students will have a greater role in shaping and selecting the components of their education; course catalogs will take on the dynamic feel of stock markets or some other wide-scale selection and value-confirming interface; students will be allowed to drop and add components as they feel they should; students will write components that other students use; students may even sometimes teach teachers; and that’s OK because of number 4, below;
  4. More Sophisticated Learners: Students will be much more sophisticated about how learning works and more aware of their own learning (we’ll encourage this with “how to learn” structures of all kinds), so they’ll be much more thoughtful in the selection and creation of their educational components, more conscious of whether they’re learning or not, and much more demanding; they’ll move away quickly from things they don’t like; also they’ll be of every age and culture and life experience;
  5. End of Bankers Hours: Hours of synchronous instruction, where it remains, will spread across the clock and will include times 16 – 32 year olds are mentally active (midnight to 4 am) as well as times the rest of us are; the work day for staff and faculty will be replaced by widely distributed work-chunks popping up throughout the calendar and clock;
  6. Faculty and Staff Will Phone It In: Faculty and staff will increasingly work from home and spend minimal time on campus, and that’s good, because we’ll be able to draw on a greater variety of people, and have access to wider skills, and people will be able to live where they want (like among beautiful grasslands) and still work for schools elsewhere (like in the city); where I talk about the end of the four-year student residency below, I also mean the end of the life-long residency for many faculty and staff;
  7. Work and Learning will be Similar: It will be less easy to distinguish education from work and vice-versa (and that’s good, in that we’re retraining the entire workforce to be effective in the digital, flat, global age, even as we’re training students to be similarly effective); and there’s a lot both work and formal learning can learn from each other; and people will be shifting in between each mode constantly;
  8. On-sites are Brief and Intense: Residential experiences will only happen at key points–bookends, or for particular parts of a sequence, but won’t be constant throughout the learning cycle, which will let us move many more people through the campus, as through a hotel or a resort and give more access to a campus experience to more people; it’s the end of the four-year residency. But don’t worry: you can still get that community feeling from brief stints: remember summer camp?;
  9. It’s About the Culture: More emphasis will be placed on creating and assessing the “culture” that supports and surrounds learning (this will complement our focus heretofore–on learning as a thing that happens in the head of the student); this means more investment in (and assessment of) faculty and staff learning and more attention to community-enriching things like faculty-student interaction studies or assessments of workplace dynamics; we’ll consciously try to craft a “learning organization” (or Argyris “Model 2”) culture in our schools and workplaces;
  10. Roles Will Be Fluid: There will be less differentiation between what have been seen as fixed roles: most staff will have some greater hand in instruction; students will increasingly teach each other (through tutoring, etc); and faculty may even play student-like roles more happily; instruction will be seen as a collaborative partnership of multiple people;
  11. Massive Retraining Will be the Norm: We’ll be constantly ready to retrain all staff and faculty at a moment’s notice in the various new processes and forms dictated by shifting market conditions and incessant innovation;
  12. We’ll Cultivate Ideas: We’ll see our own internal creativity and ideas as perhaps the key component of long-term institutional success and we’ll build systems and cultures to support, generate, and encourage ideas, the testing of new models, entrepreneurial thinking, innovation laboratories, etc.;
  13. We’ll Share with Other Schools: We always said we would, but now we really will–collaborate with other schools. In shared infrastructure (LMS, Information Systems, shared skill positions, shared risky innovation environments) and in shared academics (you offer French and we’ll offer Greek), but we’ll try to keep a wrapper of core institutional identity around the things we offer and do;
  14. Feelings Will Guide Us: We’ll describe a certain kind of institutional “feeling” that should exist in the learning that happens under our auspices, and this will be the thing that we’ll use to vet new structures and courses, which are likely to be formally radical;
  15. We’ll Analyze Stuff: We’ll make much more use of Learning Analytics and Corpus Linguistics sorts of real-time analyses and dashboards to better understand (in meaningful ways) how our students learn and to adjust our pedagogy in response (and we’ll share these analyses with the students themselves);
  16. We’ll Archive Everything: We’ll invest significantly in the infrastructure that archives and retains (and makes analyzable) the intellectual record of the institution–and we’ll interpret this “record” broadly, to include conversations, written work, emails, course syllabi.

About the Future of Work

3 Apr

Malcolm Frank of Cognizant and William Taylor of Fast Company gave complimentary key notes at the Olin Innovation Lab #6 last evening; both touched on changes they see happening in the workplace today; I concatenate and summarize them here.

  1. Growing Ideas. Organizations are beginning to understand they need to invest in and cultivate the “ideas” in their workplace as a routine part of their work; ideas are to be managed with different methods than the industrial processes that allow you to make stuff. In part, you have to involve staff in the creative thinking that fuels the strategic direction of the organization—things like “ideation” platforms and “idea stock markets” are de rigeur.
  2. The Hive Mind. Organizations need to encourage and capture ideas from whatever direction they come, from any individual in the team, from partners, from customers. They’re entering into new relationships with staff and customers and other partners to find these ideas—an example is “prosumer” relationships, where customers actually help you design your services (as in helping you build an app). In part this puts a kind of network of minds at the service of the organization where before there was a limited hierarchy of thought.
  3. Email RIP? The way we interact with information at work needs to come to feel like our interaction with information outside of work. As Frank says, “Monday morning needs to feel like Sunday night.” That is, we need to be mobile, engaged, interactive, inventing ways to do things, and choosing our content streams at work, just as we do at home. Old enterprise apps like Email and LMS are insufficient.
  4. Removing the Place from Work. Virtualization of the organization will continue: because you don’t need to be in the same space to collaborate, workplaces will continue to increasingly allow for mobility, outsourced jobs, work-from-home; these things allow you to draw from a bigger pool of workers working in different places. And there’s less overhead.
  5. The New “IT Stack.” The changes above are built on a new, four-part constellation of IT tools and ideas, or “IT Stack:” mobility, social tools, analytics, and the cloud. Organizations will begin to build on these tools to engage their customers, organize their staff, manage their innovation, allow the virtualization of their organization.
  6. It’s About People. Changes to move in the directions above require IT innovation linked with cultural change, and lots of attention to the people and the relationships; idea stock markets will flop, for example, as tools to let people think together, if people don’t want or understand how to think together.
  7. It’s About Millennials. This change can be seen as a shift from a Baby Boomer management mentality–of genius at the top and heavy control, epitomized by Steve Jobs–to a millennial model of collaboration, entrepreneurism, risk-taking, sharing, experimentation, exemplified by start-up cultures.
  8. It’s About How Work Should Feel. All of the above implies that attention will need to be paid to the culture of the workplace, to the way staff minds are engaged, to the “feeling” of working well together—workplaces that engage their staff in the design of their work will be more successful.
  9. Radical is the New Normal. In the traditional economy, everyone was basically equally competent, and the way you distinguished yourself was in some incremental process improvement that gave you an operational advantage. In the new world, the successful model is to rethink the business model; your competitors will be changing the rules of the game as quickly as they can. In that context being operationally competent and seeking incremental improvements won’t distinguish you but will lead to failure. You have to radically change the way you do things–regularly–just to be in the business.