ILT Strategy A Framework Russell Symmons Alyson Dacey

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 Developing the ILT Strategy How to create an effective 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 Identify where we are Visualise where we want to be Strategy Development 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 Competitive Environment Strategy Development Our Organisation 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

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

Your Strategy Your Organisation End Result What distinguishes good leaders from bad leaders?

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

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

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

Your Strategy Your Organisation Managing Change End Result

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

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