Monday, June 3, 2013

The shifting landscape of learning - MOOCs

They are massive, they're online, and they're open; but do participants learn - for themselves and with others? To what extent do participants contribute to and gain from collaborating with other participants?

 Breck. Studies of an Autumn Day. 1891
The same, yet ever changing

I'm participating in a MOOC at the moment - Managing Change in Community Development. Don't ask me how I found out about it - I know I was checking out the world according to Google+ at the time, after that - serendipity rules OK!

I read some of the other MOOC participant's blogs and albeit at the 11th hour, found the discipline to begin my contribution here.

Dave Valentine made reference to poverty limiting access to learning and I'd like to add another dimension to this and thank Dave for sparking the connection.

Some years ago a high school teacher introduced me to the term 'low learning resourced families', families where there was an absence of of the physical resources that can support a child's learning.  Importantly, it also included families where the resources were, or could have been present, but little value and importance was placed on learning and the child received little or no encouragement to engage in any learning experience.

What about online learning?  Some 'Googling', the Managing Change in Community Development MOOC, webinars and blogs triggered more of my thinking that has contributed to this post.  Face to face interactions motivated an online quest for more.  Without some human interaction - in real life, Skype, webinar, Hangout, whatever, I suspect it wouldn't have been as extensive.

Helen Blunden wrote about her experiences with online learning, identifying that the addition of a face to face component enhanced the experience;

"In my experience, I have yet to experience an online learning community that doesn’t use some additional face-to-face time whether it is through Skype, Google Hangouts, webcams or meeting face to face (whether they are organised by the organisers or the participants). Certainly using the additional forms to meet and work online only adds and enriches the learning experience because it personalises the people within your community."

I joined week two's session for the Managing Change MOOC - it was great to see Ramona and Inge on screen and this motivated me to engage (at least a bit) more!  Without this, for me, it would all be a bit impersonal.

So, do MOOCs work...?

With time zone differences, it can be difficult for participants to be there in real time.  Technology issues can also hinder participation - recent personal experiences include slow internet speed and routine maintenance by the ISP (well who is online at 3am?).

The technology aside, there are other challenges and potential barriers to learning online, including via a MOOC.

"Education is primarily driven by motivation, and online learning doesn't do anything to address people's motivational needs.  In fact, the nature of online education strips away many of the components that keep students engaged and committed.  Many of the factors that online education advocates claim are a benefit, such as time, flexibility and the lack of classrooms, are actually a hindrance to learning. Studies have show that a fixed structure and the sense of belonging that comes from a student body improve completion rates.  Allowing students to study on their own removes these components of the support system resulting in lower rates of course completion."


I've already mentioned the value of the webinar and video; scheduling activities to specific times; scheduling tasks and providing ready access to those facilitating the learning could provide the support system Dao states is missing.

Online learning remains dependent on the motivation of the learner - but isn't that true of face to face learning?  Whilst it is easier to work with other students, collaborate, meet up outside the classroom in the real life setting; this isn't impossible in the online setting.  Google+ has Hangouts; there is Skype and other web-based chat.  Google+ and other communities provide a 'learning space' for participants to interact and discuss.  Doing so rests with the motivation and drive of the individuals and stimulating 'triggers' from the facilitators.

Does classroom-based learning work?

David Gurteen drew my attention to Jeff Bliss (high school student) who criticised his history teacher in a 'YouTube rant'; "there's kids in here who don't learn like that, they need to learn face to face".

"If you would just get up and teach them instead of handing them a freaking packet, yo.  There's kids in here who don't learn like that, they need to learn face-to-face."

"You want kids to come to class?  You want them to get excited?  You gotta come in here, you gotta make 'em excited, to change him and make him better, you gotta touch his freakin' heart."

It is important to note that Jeff was criticising class based instruction - if you looked through the door, it was technically face-to-face.  Here is a student, frustrated by the real life classroom environment, it was facing to provide the very support Dao states is absent in online learning.

Where does this leave us?

Online learning presents some different challenges (confidence in and ability to use the technology is only the beginning), yet is filled with similar pitfalls to face-to-face learning.  Learners won't engage or be motivated if the teacher/facilitator isn't engaged and highly motivated (plus skilled etc...).

Enter my recent studies in social ecology and transformational learning; 

Mezirow describes a 10 phase process of transformational learning:
  1. A disorientating dilemma
  2. A self-examination with feelings of guilt or shame
  3. A critical assessment of epistemic, sociocultural, or psychic assumptions
  4. Recognition that one's discontent and the process of transformation are shared and that others have negotiated similar change
  5. Exploration of options for new roles, relationships and actions
  6. Planning a course of action
  7. Acquisition of knowledge and skills for implementing one's plans
  8. Provisional trying of new roles
  9. Building of competence and self-confidence in new roles and relationships
  10. A reintegration into one's life on the basis of conditions dictated by one's perspective

I've previously explored Prochaska and DiClimente's stages of change, and in particular the readiness and motivation needed to support the change journey.  Joe Moore used it to identify appropriate tools for managers working to build respectful workplaces, depending on the level of awareness of the need for change - sadly this isn't in his blog, but you could always ask him!

Returning to the challenge of low learning resourced environments, I would contend that there are 'low learning resourced' adults.  The physical resources are not the barrier, it's a mindset that dismisses learning and education as a means to continuous self development and improvement.  They are unaware (unconsciously incompetent) of the benefits of learning and personal development.

From my perspective, Mezirow's phases are relevant for individual, organisation and community development - in each we seek a transformation from what is, to a new state, which becomes the future 'what is'.  Need awareness, motivation and readiness to learn are key (stages of change).  Use of information, tools and materials that the individual, organisation and/or community can relate to, depending on their readiness to move increases the potential for success.  Changing and adjusting them as the awareness of the benefits of change become stronger, helps build sustainability and ownership.


MOOCs present as great an opportunity to achieve this as any other form of collective learning - it's not the what, it's the how that matters.



"The twist with its crisscross form represents the many paths of life and love and as such is regarded as the original eternity symbol.  The double and triple twists have similar meaning but refer more to the joining of two peoples or cultures rather than individuals."

I've rambled in response to an activity that forms part of the Managing Change MOOC already mentioned.  I am not sure if this really adds value, but it does represent a collection of thoughts triggered as a result of what we've explored so far!

"Everything alters me, nothing changes me"
Salvador Dali


Saturday, January 12, 2013

Roll with the resistance and maintain the momentum; a journey in leadership development








Ok, I rose to the challenge of getting a PowerPoint slide into a .jpeg for posting onto Google+ with patchy skills...and did it!

Here it is...

Where did this come from?  A colleague (Sonia Hay) and I submitted an abstract for a Healthcare Improvement Award in culture change and leadership.  We were selected as poster finalists and spent a few weekends working on the data and a way of visualising what we had done and what we trying to achieve (which we did to an extent)!

The original abstract was available online, however since removed and as the poster was displayed publicly for a day, I have no qualms sharing publicly without de-identifying (the good public servant that I am).

We aimed to portray the roller coaster ride our managers experience in their leadership roles...and show the cultural and staff satisfaction improvements we had achieved as a result of some intensive interventions.

The original poster had to be 800x900mm or thereabouts, hence the size.  Hopefully it loads this time.

We wanted the poster to speak for itself...if not and/or you want to chat, feel free!

Also viewable on Google+ via me! https://plus.google.com/110463521707116846096/about

Monday, January 7, 2013

There's a Berkeley Lineman in us all

This post was inspired by something Helen Blunden shared via Twitter this morning which led me to post on my employers Yammer presence.

In times of budgetary constraints and as many of our executives and their project teams work to find efficiencies and eliminate waste from the systems and processes we use to deliver services to our customers; this is a timely reminder.

"The Berkeley Lineman" - http://www.internettime.com/2013/01/the-berkeley-lineman/

As with the Berkeley Lineman, all organisations have front line staff who know the real game and are frequently ahead of the game.  They all continue to deliver services; at times despite all the plans, projects and intents of those who seek to 'improve' the way they do the work they do.

Over the years they have learned the ultimate survival technique... keep on keeping on and most importantly stay focused on your customer; this too will pass.

I quote the section from Jay Cross's post that really hit home for me...

"The Berkeley Lineman’s story didn’t surprise me. I have been mulling it over for a dozen years. As usual, I was taking in the 60,000 foot view. (Down, boy!) I haven’t taken time to connect the dots for my readers. Let me point out that:

The Lineman’s in a bind because the industrial revolution is over but lots of people are still playing by its obsolete rules (like the Lineman’s number-crunching, misguided bosses). Networks are begetting networks, denser connections make for faster cycle times, the rate of progress speeds up, effectiveness trumps efficiency, and a surfeit of variables causes uncertainty and instability.


Everybody wants a simpler, less confusing, and more just world. The way to get there is to go back to treating people like people. Dump the vestiges of the by-gone era. Skip micromanagement. Follow your heart. Revere your values. Do what’s right. Change the world.


Some people probably think their company’s moving too fast. Actually, the company’s too slow. The Lineman’s ahead of his employer. He has his priorities right: satisfy the customer and have a good time doing it. The company must change its ways to enable its Linemen to flourish."


My vent and frustration to my colleagues was this;

"The 21st century is NOW - not tomorrow, not next year, NOT WHEN WE HAVE SOLVED THE LATEST BUDGETARY CRISIS - yes I am shouting. I shout for all out 'linemen' who remain unheard and/or misunderstood.

I also know that of the 80,000 or so living people who work for [our organisation], there are only 1202 of us [on Yammer]."


Never doubt that a small group of people can change the world; indeed it is the only thing that ever has.
Loosely quoted from Margaret Mead


Friday, October 12, 2012

The business of change...

I just Googled 'change management'.  It turned up "about 273,000,000 results" according to Google Chrome.

Then I Googled 'leadership' and got "about 48,500,000.  Out of curiosity, I couldn't resist 'change leadership'... "about 134,000,000 results".

Good grief.

I attended a Marshall Goldsmith coaching masterclass is 2010.  http://www.marshallgoldsmithlibrary.com/

Similarly, Marshall had conducted a 'leadership' Google search and also commented on the number of guides and texts (never mind about the courses, programs and consultancies operating in this field) along with all the self-help publications on the topic.  He compared this with people trying to lose weight - always buying new products, trying new diets and exercise regimes, buying books on how to lose weight.

Tara Diversi http://taradiversi.com/ has also observed the millions made by the weight loss industry and the variable impact it has had on achieving successful weight loss.

Have the change management/change leadership books, resources, consultancies, courses (even entire qualifications) and programs resulted in better change management experiences?  I doubt it somehow.

John Kotter's HBR article, "Leading Change. Why transformational change efforts fail" is now listed as a classic and has been republished a number of times since it first appeared in 1995. It is still used and referred to by consultants and academics - I have earned money using the model myself.

I was recently introduced to Prochaska and DiClimente's "Stages of Change" model (1982), used in addiction counselling.  I don't have a direct link, but this will help http://www.agale.com.au/FiveStagesOfChange.htm

Joe Moore (at the time with Proactive Resolutions) now founding member of Kimber Moore & Associates http://au.linkedin.com/pub/joe-moore/12/150/27 tailored this to a model for managers and 'change agents' to use with individuals and teams to bring about behaviour change within an organisation.  Identifying the right intervention to use at the stage of readiness being critical.

Kevin Bourne (2009) has also looked at the stages of change and developed "The 7 Stages of Transformational Change. Coaching the "Journey" of Changing".  http://www.worklifeexpeditions.com/userfiles/403843/file/Coaching%20Process.pdf

OK, Kotter talked about this in 1995. Prochaska and DiClimente wrote up their model in 1982.  We are now in 2012!

Addiction counselling services largely use stages of change and the accompanying process "motivational interviewing".  An underlying principle is to 'roll with the resistance'.  A colleague and myself working on a major management development program added '...and maintain the momentum' to this, seeing that both working with people's readiness, rolling with rather than confronting their resistance AND keeping on keeping on was likely to bring better results than a big bang initiative.  It was working... we had hard evidence... and then senior management decided (despite the accolades and results) that they wanted to focus on something else and my colleague moved on to another project.

Which adds something else into the mix and now talked about in the change field - 'stickability', 'spreadability' and 'sustainability'.

Let's just remind ourselves of something - again.  A well researched and now evidence based model from 1982; an article widely used and respected from 1995.  And we are still looking for the holy grail of how to 'do change'.

Back to initial comment...

Good grief!

Change is hard.  Achieving behaviour change is not a simple or even complicated problem that can be reduced to task or action lists or replicable processes.  It is complex - a 'wicked problem' and one that seeing organisations as organic systems and webs of connectivity that operate despite the structure chart and formal hierarchies.

The Cynefin Framework is handy here - there's a YouTube guide here http://www.youtube.com/watch?v=5mqNcs8mp74 and Harold Jarche has also referred to this on a number of occasions - here's one of them http://www.jarche.com/2009/12/embracing-complexity-at-work/




My conclusion? I'm not sure I have one - this is a 'wicked problem'.

I do believe that until we address some core issues (maybe the equivalent of exercise, portion control and what is actually consumed) we will remain like those on the quest for permanent weight loss... caught up in an industry that promises it has the easy, quick fix solution, or that someone else can solve the problem for us.

Losing weight and overcoming addiction happens when someone is ready, motivated and supported to do it.  Not when huge amounts of cash are handed over and someone else assumes responsibility.

One thought at a time...


Sunday, October 7, 2012

Postscript...

Read a great piece on my 'favourite' topic - performance appraisal and development today from Fistful of Talent  http://fistfuloftalent.com/2012/10/lawn-mowers-leverage-and-performance.html 5 October 2012.

Steve Boese quoted his father "Don't take anything out of the shed unless you intend to use it the right way".

He talks about what can be achieved by simply tweaking the current approach to performance appraisal and what happens when major software programs are purchased and/or 9 year organisation-wide cascade plans (I had to chuckle!)...

There is something to be said for leaving in the shed that which you are only going to fiddle with and not use for it's intended purpose...

Just one thought at a time!

Monday, October 1, 2012

Performance, motivation, testing and 'if-then'...and a whole lot more

I've had a few robust conversations recently about appraising performance and staff development... and in my usual way have been collecting an array of thoughts and writings on this and related topics.

Given my bower bird tendencies and previous post, I thought it worth the time to pause, take stock and reflect on a few.

The debate has been taking place for some time about the merits of various performance appraisal and development processes with my colleagues.

This piece probably best sums up my personal views - Motivational performance reviews (and other oxymorons) from Sonar6 at http://www.sonar6.com/colorpapers/motivation

There should be no surprises!

The cause of the tension comes from a particular group of people's practice that dictates someone must have completed a 12 month performance appraisal cycle before any formal performance improvement process can be initiated. Yes, seriously.

As a result, all performance appraisal and development processes are dreaded and avoided, or at best, delayed by all parties. Managers view them as a necessary evil and protection should they need to move into a disciplinary domain at some time. Employees see them as a moment in time where a manager might give some feedback, which has a reasonable chance of being negative and could be used against the employee in the future...

There is certainly very little genuine conversation in the whole experience.

And so the question... how to influence a changed approach when confronted with years of 'lived experience', custom and practice?

Enter 'evidence based practice' and recovery models.

You see, I work in a public health service. Evidence based medicine and evidence based practice are more than buzz words in health - they are meant to be the basis on which all treatment and care is provided.

Following a Twitter lead, I came to the Evidence Based HR website http://www.evidencebasedhr.com/ and have every intention of trawling my way through it to find what evidence I can relating to performance and development of employees. The only hope of influencing change will begin with evidence that supports the merits of doing things differently.

Recovery oriented practice is the preferred approach to the provision of mental health care - as opposed to a medically oriented model. I'm still working out what this really means when it comes to clinician/client interactions, but it is well espoused and enshrined in national and international policy. From what I can glean, it is strengths based, and 'hope' features heavily in the policy documents. Client driven/centered care/services are also key components. Bottom line from this non-clinical person's understanding - recovery is a journey of personal development and growth.

Now some of those I've had the most robust conversations with are also promoters of recovery approaches...and it dawned on me that the very people who are concerned that they identify and document all employee shortcomings in case they have to formally do something about it in the future, are the same people who are working to get clinicians work with clients from a strengths based, self directed, hopeful approach!

I did alert one colleague to this with an interesting reaction I can best describe as denial.

I stumbled across this piece today (and now realise the merits of LinkedIn's news feed)... 'How Finland became an education leader' http://www.salon.com/news/david_sirota/2011/07/18/tony_wagner_finland

I wonder what would happen if we raised the bar this way for our staff, including the way we supported them and developed them? What difference would it make for our client's health and well being? What difference would it make for the motivation and performance levels of our clinicians?

In among this, the latest round of pay rise negotiations are taking place and there are some groups of employees who have got particularly skilled in the process. They are all knowledge workers... on the quest of greater levels of financial reward in order to satisfy needs and expectations that remain otherwise unfilled. Yet each pay rise never quite seems to fix the concerns and issues it was hoped to... like an addict, it seems each hit needs to be bigger than the last and with shorter time lapses... Daniel Pink, what have we done to each other?

Drive; the surprising truth about what motivates us
&
Be careful with an 'if-then' approach to reward and recognition

Another conversation with a professional colleague about the formal 'plan/6 month/12 month' approach to performance appraisal and development brought about the realisation that the policy requirement to complete the 'plan' for a new employee within 3 months could be viewed as unreasonable - a real plan requiring a greater length of time to develop a relationship and appreciation of the employees capabilities... further discussion revealed that some of what is intended in this conversation - clarification of role requirements, expectations and standards - are part of a classic induction and orientation process...

Could this be why we have got the performance development aspect of the employer/employee relationship so wrong? We failed to consistently clarify and confirm expectations in the early days and hence spend so much time subsequently fixing up things that should have been sorted out in the early days.

My thoughts then returned to the formal policy documents guiding this in our organisation and wonder the extent to which they are based on historical custom and practice, or on evidence of best practice? When people seek advice on the application of these policies, are they receiving words based on evidence or a personal interpretation and opinion? And I thank my adult daughter for her clarity about the difference between advice and opinion...

So where does this leave me?

Firstly, to always be clear about when advice is based on evidence and when I am speaking from personal interpretation and opinion.

Secondly, to shift from the status quo I will need evidence of a compelling reason for change... and I will need those in formal leadership positions to determine that this is a priority... and a whole lot more to boot, but that will do for a start!

I started this piece in June 2011 and it's now October 2012.  In the passing time, I've read more about why none of these traditional approaches works and the organisational debate has raged.  The organisation I work in has even changed the name - from Performance Appraisal and Development (PAD) to Performance & Development (P&D).  Don't laugh - this is my reality.

Finally, I heard Kim Seeling-Smith speak at a conference.  She had gathered much of the research and evidence about what does and doesn't work as far as career development and employee engagement is concerned and has shared this overall model of FFOCCUSED communication.  She used to have a great pdf visual which I can't locate, but the link will give you the idea.

http://www.kimseelingsmith.com/blog/2012/7/3/ffoccused-communication.html

When I talked with one of our managers about this his comment was "that's what PAD is meant to be about".  (Sigh of relief)

High time to post methinks!


Sunday, November 6, 2011

Just one thought - sharp and not so sweet

I just read this piece and am left wondering why it is I judge and comment on others behaviour before attending to my own... and this is something I am not alone in :(

http://www.becomealeader.org/articles/why-you-gotta-get-rid-your-bad-apples

Oh to be a better wife, mother, friend and colleague... I guess it's really all about committing to and focusing on one action at a time...