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Transcript of Tec mty guadalajara-power-bertrand-caron-11-03-11
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Designing Sustainable Online Learning: an international perspective
Dr. Michael Power
Campus Guadalajara
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www.ulaval.ca
16-01-07
QUEBEC CITY – 2008 = 400th
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www.ulaval.ca
16-01-07
LAVAL UNIVERSITY – QUEBEC CITY, CANADA
• 2ND OLDEST in CA‐USA after Harvard
• +35 K students• Top 10 in Canada• French‐language university
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www.ulaval.ca
16-01-07
WHY ONLINE LEARNING?• WORLD‐CLASS EXPERTISE (1,400 PROFESSORS)
• LARGE UNIVERSITY, SMALL CITY
• MANY UNMET NEEDS REGIONALLY, NATIONALLY AND INTERNATIONALLY
• NEED FOR OUTREACH• VIRTUALLY UNLIMITED POTENTIAL FOR GROWTH ONLINE
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Higher Education
Hundreds of years of tradition…http://tenthmedieval.files.wordpress.com/2008/05/lecturing‐778306.jpg
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Higher Education in the 21st century: Major Studies, Major Trends
http://www.flickr.com/photos/webmonk/1470292918/
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STUDIES
2005
UNESCOTo remain human and liveable, knowledge societies will have to be societies of shared knowledge.
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http://portal.unesco.org/ci/en/ev.php‐URL_ID=25929&URL_DO=DO_TOPIC&URL_SECTION=201.html
…every four years the amount of information available in the world doubles…
…it is projected that by 2020 knowledge will double every 73 days!
up‐to‐date scientific knowledge and technology...
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2009!
ImportantStudy on OnlineLearning
US Department of Education 2009
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1,000 empirical studies later...
…on average, students in online learningconditions performed better than thosereceiving face‐to‐face instruction. (…)
… positive effects associated withblended learning
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2010!
MARCH 2010Important Study on Educational Technology:
US Department of Education 2010
The National Educational Technology Plan (NETP) aims at a revolutionary transformation rather thansmall, gradual changes…
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http://www.americanprogress.org/issues/2011/02/pdf/disrupting_college_execsumm.pdf
…disruptive innovation... a process by which a sector that has previously served only a limited few …(…)… is transformed into one whose products and services are simple, affordable, and convenient...
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http://www.innosightinstitute.org/media‐room/publications/education‐publications/the‐rise‐of‐k‐12‐blended‐learning/
Online learning is sweeping across America. In the year 2000, roughly 45,000 K–12 students took an online course.
In 2009, more than 3 million K–12 students did.
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21st century readiness for every student
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http://us.123rf.com/400wm/400/400/domenicogelermo/domenicogelermo0810/domenicogelermo081000060/3706694.jpghttp://images.google.ca/
Traditional Universities must CHANGE NOW
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From scholars on foot…
ejmas.com
ShapingThe MIND
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From scholars on foot… to scholars online
ejmas.com
ShapingThe MIND
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From scholars on foot… to scholars online
ejmas.com
ShapingThe MIND
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www.obhe.ac.uk
Transnational education
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http://www.obhe.ac.uk/resources/2008_AUA_Presentation.pdfDon Olcott CE OBHE
THE GAP
DEMAND
SUPPLY
D. Olcott
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A worldwide problem A worldwide problem
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OBHE –Olcott/Hanna
Rosovsky (2005): “By 2010, there will be a hundred million students in the world fully qualified to proceed from secondary education to tertiary education for which there will simply be no room on any campus, anywhere”.
OBHE –Olcott/Hanna
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Teacher Education through Open & Distance Learning (09‐10)
“It is now clear that “bricks and mortar” approaches to expanding teacher education may not be adequate if the current and projected shortfalls in teacher supply and low teacher quality are to be properly addressed”.
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30
ON‐CAMPUS TEACHING A tradition continues…
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31
ON‐CAMPUS TEACHING A tradition continues… one of EXCLUSION…
If we, as faculty, do not redesign ouruniversity, who will?
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Asynchronoustools
© M. Power 2008
Online Graduate Studies… world‐wide
Synchronoustools
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http://sites.google.com/site/changchienlily/BlankWorldMap.gif
Aligning Research Centers and Graduate Programs
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Latin Americaand QuébecSynchronousCommunications
11
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AchievingSustainable Online Learning
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www.irrodl.org
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The challenge of sustainability
• Maintaining or increasing QUALITY• Increasing ACCESSIBILITY• Decreasing COST
HOW DO WE DO THAT?WHAT HAVE WE DONE THUS FAR?WHAT HAS WORKED and WHAT HASN’T?
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Daniel’s “Iron Triangle”
COST
ACCESS QUALITY
Current State
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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COSTCOST
ACCESS ACCESS QUALITYQUALITY
Desired StateCurrent
State
Optimizing Higher Education
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
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Increase Accessibility?
COST
ACCESS QUALITY
Current State
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Increase Accessibility? = increase Cost & lower Quality
COST
ACCESS QUALITY
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Increase Accessibility? = increase Cost & lower Quality
COST
ACCESS QUALITY
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Increase Quality?
COST
ACCESS QUALITY
Current State
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Increase Quality?= increase Cost & lower Accessibility
COST
ACCESS QUALITY
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Increase Quality?= increase Cost & lower Accessibility
COST
ACCESS QUALITY
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Lower COST?
COST
ACCESS QUALITY
Current State
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
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Lower COST?= lower Accessibility & lower Quality
ACCESS QUALITY
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
COST
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Lower COST?= lower Accessibility & lower Quality
ACCESS QUALITY
Source: http://www.col.org/SiteCollectionDocuments/Daniel_0411AAOUShanghai.pdf
Sir John Daniel termedthe three variable-based triangle effect, theIRON TRIANGLE
COST
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BREAKING OUT OF THE “Iron Triangle”
COST
ACCESS QUALITY
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The challenge of sustainability
• Maintaining or increasing QUALITY• Increasing ACCESSIBILITY• Decreasing COST
HOW DO WE DO THAT?WHAT HAVE WE DONE THUS FAR?WHAT HAS WORKED and WHAT HASN’T?
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ADMIN
ACCESSIBILITYSTUDENTS
QUALITYFACULTY
Mainpriority
Mainpriority
Mainpriority
Power, 2010
COST‐EFFECTIVENESS
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ADMIN
STUDENTS
FACULTY
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Traditional, campus-bound studies
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
QualityOverriding value
Up to post-WWII,very few changesafter 700 years of existence(Keegan, 1996).
•Elitist & undemocratic•Incompatiblewith emerging post-WW2 values/needs
Traditional Universities
AccessibilityNot a value
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Traditional, campus-bound studies
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
QualityDiminishing value
Post- WW2:need for expansionof the university system
AccessibilityOverriding valueTraditional
Universities
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STILL A QUALITY LEARNING EXPERIENCE?
http://www.ibiblio.org/cccr/AustraliaPhotos/Preview005.png
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Distance Education
The emergence of Distance Education
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
AccessibilityMain value
addressing
Traditional Universities
QualitySustained value
+
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Distance Education
The emergence of Distance Education
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
addressing
Traditional Universities
AccessibilityMain value
QualitySustained value
+
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Distance Education
The emergence of Distance Education
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
- Never went mainstream(Moore & Kearsley, 2004)
Open/Dist. Universities
- MAINLY UNDERGRADUATE- Negligible impact
addressing
Traditional Universities
COST-EFFECTIVENESS
AccessibilityMain value
QualitySustained value
+
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Distance Education
The emergence of Online learning
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
Online Learning
Traditional Universitiesbecoming Dual-Mode Universities
COST-EFFECTIVENESSOverriding value
+
-Low regular faculty participation(Shea, 2005; Sammons & Ruth, 2009)
-System within a system
AccessibilityParallel value
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Distance Education
The emergence of Online learning
http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
Online Learning
Traditional Universitiesbecoming Dual-Mode Universities
COST-EFFECTIVENESSOverriding value
+
-Low regular faculty participation(Shea, 2005; Sammons & Ruth, 2009)
-System within a system
AccessibilityParallel value
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http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
Online Learning- Exerting a stronger influence
The emergence of Blended Learning
DUAL-MODEUNIVERSITY
CAMPUS ONLINE
(Harasim, 2000; Seaman & Allen, 2008)
Blended Learning
Back ‘n forthOne week onOne week off
PCICT
COST-EFFECTIVENESSOverriding value
AccessibilityDiminished
value
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http://thumbs.dreamstime.com/thumb_242/1204324714C372RB.jpg
HOW DO WE BALANCE THESE VALUES?
AccessibilityOverriding value
QualityOverriding value
COST-EFFECTIVENESSOverriding value
ADMIN
STUDENTS
FACULTY
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© M. Power 2008
+
SYNCHRONOUS ASYNCHRONOUS
COURSE ACCESS
Accessibility, Quality and Cost‐effectiveness meet up
LMSSDC
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A Blended Online Learning Environment
…is the simultaneous and complimentary integration and implementation of an asynchronous ‐mode learning environment (i.e. a course management system, or CMS) and a synchronous desktop conferencing environment” (i.e. a virtual classroom).
Power, 2008; inspired by Garrison & Vaughan, 2008
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Virtual Classroom + Basic Web Site
SYNCHRONOUSVirtual classroom LMS
ASYNCHRONOUSPower, 2008
webcam
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www.bold-research.org
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• FACULTY/QUALITY: virtually same learning experience as F2F + lower front‐end design, faster start‐up =
SO, does BOLD balance the 3 values?
http://sonoranalliance.com/wp-content/uploads/2007/07/ThumbsDown.jpg
higher faculty buy-in;
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• FACULTY/QUALITY: virtually same learning experience as F2F + lower front‐end design, faster start‐up =
SO, does BOLD balance the 3 values?
http://sonoranalliance.com/wp-content/uploads/2007/07/ThumbsDown.jpg
higher faculty buy-in;
• STUDENTS: ACCESSIBILITY: all online + higher interaction & lower isolation levels =lower W‐DO rates, higher satisfaction levels;
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• FACULTY/QUALITY: virtually same learning experience as F2F + lower front‐end design, faster start‐up =
SO, does BOLD balance the 3 values?
http://sonoranalliance.com/wp-content/uploads/2007/07/ThumbsDown.jpg
higher faculty buy-in;
• STUDENTS: ACCESSIBILITY: all online + higher interaction & lower isolation levels =lower W‐DO rates, higher satisfaction levels;
• ADMIN: COST‐EFFECTIVENESS: lower start‐up costs; higher off‐campus student enrolment levels =higher effectiveness (outreach) without greater cost
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• FACULTY/QUALITY: virtually same learning experience as F2F + lower front‐end design, faster start‐up =
SO, does BOLD balance the 3 values?
http://sonoranalliance.com/wp-content/uploads/2007/07/ThumbsDown.jpg
higher faculty buy-in;
• STUDENTS: ACCESSIBILITY: all online + higher interaction & lower isolation levels =lower W‐DO rates, higher satisfaction levels;
• ADMIN: COST‐EFFECTIVENESS: lower start‐up costs; higher off‐campus student enrolment levels =higher effectiveness (outreach) without greater cost
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BOLD Research and Researchers
Instructional Design&
Technology
Distance Education/Online Learning/Blended Learning
GRADUATE STUDIES
FACULTY DEVELOPMENT
BOLD
ARE YOU A BOLD RESEARCHER?
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www.bold‐research.org
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ENGLISH‐language networkBOLD International Research Network
www.bold‐research.org
Dual‐mode universities
Founder: M. Power / Co-founder: N. Vaughan / Coordinator: A. St-Jacques
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FRENCH‐language network
Carroll‐AnnKeating
& Richard Lemay
E‐learning intégral (synchrone et asynchrone)
Universités bimodales
www.bold‐research.org
Founder: M. Power / Co-founder: N. Vaughan / Coordinator: A. St-Jacques
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SPANISH‐language network
FabioSuarez
Red de investigación hispanófono - design de enviros de aprendizaje en línea en modo integral
Universidades bimodales
www.bold‐research.org
Founder: M. Power / Co-founder: N. Vaughan / Coordinator: A. St-Jacques
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QUEBEC & VERACRUZ… JUST ONE HOUR AWAY!
Synchcomms
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MORE ON BOLD
• Power, M. (2009). A Designer’s Log: Case Studies in Instructional Design. Athabasca University Press. http://www.aupress.ca/index.php/books/120161 .
• Power, M. (2008). The emergence of blended online learning. MERLOT‐Journal of Online Learning & Teaching 4 (4). http://jolt.merlot.org/vol4no4/power_1208.htm
• Power, M. & Vaughan, N. (2010). Redesigning online learning for graduate seminar delivery. Journal of Distance Education, Vol. 24 (2). http://www.jofde.ca/index.php/jde/article/view/649
• Power, M. & Gould‐Morven, A. (2011). Head of gold, feet of clay: the online learning paradox. International Review of Research on Open and Distance Learning. Vol. 12 (2). www.irrodl.org
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www.bold-research.org
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Sustainable Online Learning: an international perspective
Louise Bertrand, Ph.D.Télé‐universitéUniversité du Québec à Montré[email protected]
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Three parts :
Why Dual‐Mode Universities?
Creation of a Dual‐Mode U. through the of a Traditional University and a Distance Education University;
Ongoing Research.
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Major Social Changes including :Decrease in the power of governments;
Shrinkage in funding;
Quest for economic viability;
Pervasivness of consumerism and individualism;
And above all…
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Development of ICTUniversal access to information and knowledge;Internet‐based openess and collaboration for knowledge production;Existence of multiple networks – continually evolving relationships;
Profound changes in the way we learn and process knowledge
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Relationship to knowledge:
This relationship is the mission of all universities to establish between a subject (the student) and a body of scientific knowledge, soft skills and hard skills by employing all the means at its disposal to ensure the success of this relationship.
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New generations of students :Developing a multitude of individual activities supportedby technologies that allow students to be and to act, by and for themselves, in cyberspace, irrespective of physicallocation;
Finding answers to the majority of their questions on the Internet. Expect Universities to provide immediateinformation processing;
Have grown up with ICT. They are deeply embedded in their cognitive processes.
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What does this mean for Universities?
Finding the means (the method) to allow students to acquire knowledge and to give it meaning, by making the most of the students’own strengths through an optimal combination of methods.
Providing a relationship to knowledge that is efficient, relevant and stimulating to promote a real acquisition of knowledge by students
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Does attaching ICT to traditional teaching methods really afford students with the full advantages of dual‐mode integration?
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Creating a Dual‐Mode University in Québec : a twofold goal
Facilitating access to university education by broadening the range of distance learning offerings;Expanding and enhancing teaching methods.
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Advantages for both universities :
Télé‐université : Support of a large campus‐based university
UQAM : Means to expand its teaching beyond Montreal campus
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A promising union…
Optimal development of distance teaching and university teaching in Québec;
Experimental academic management framework.
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A considerable challenge…Two highly different infrastructures and operating systems;
Growing resistance from UQAM’s faculty as their financialproblems were growing;
Major financial and political crisis at UQAM in 2006 let to an unexpected change of management in early 2007.
New leadership’s lack of interest.
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External expert’s conclusion :
« (…) the main items were already resolved (…) it was a good project and well thought out; academically, the thinking was very advanced; it has been the subject of systematic consultations, capably conducted and with convincing results. »
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Sine qua non conditionsA clear awareness and vision of the profound changes facing the university as an institution in 21st century society.A strong political will : Management must support the mobilization of the community to this end.Faculty members themselves must support and accomplish this transformation.Mutual respect for the differences inherent in two complementary teaching modes.Incentives for improvement and expansion.
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Ongoing research :
Operational Characterization of a Dual‐Mode University
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Our goals :
Explore the main issues in management and governance;
Propose approaches and tools.
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Revisit our modes of operation:Functions and roles of professors;
New skills and techno‐pedagogical functions;
Management and governance models adapted.
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Claude CaronUniversité Laval/Téluq
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Contents
Who are the millenials?Comparisons with other generations.
What are their effects on teaching and management?
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GenerationsAge Born
Silent Gen 67 and more Before 1944
Boomers 47‐66 1945‐1964
X 32‐46 1965‐1979
Millenials 11‐31 1980‐2000
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Some characteristics of generations
Silent Gen: loyalty, authority, faith in the institutions, common goal‐oriented
Boomers: influential (numerous), importance of career, status, hierarchy, processes
X: skeptical, independent / autonomous, skill‐valuing, well educated
After the boomers’ wave
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MillenialsDifferent names:Y: Why, ask questionsC: Communicate, collaboration, createF: Facebook, linked, wiredNet generation
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Millenials(Values, characteristics)
Selectivity: having the choiceNegociation, Impatient No tolerance for delay
Personalisation and customisation: To meet their changing needs, interests and tastes
Digital natives, Gamers, Experiential learners
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Millenials(Values and characteristics)
Pragmatic:Practical; results & achievement‐oriented
Nomad communication styleMultitaskersThe importance of:
Balanced life (work vs personal)CollaborationIntelligence
Working smarter not harderFlexibility/convenience
Thinking outside the box
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MillenialsSeniority is no longer important:
What counts is competency;Earnings should depend on results, not on seniority
Commitment instead of faithfulness:Will get involved if they have the conditions which they require: flexibility, responsibility, challenge
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Millenials
Are allergic to authority and control.On the importance of working relationships.
‘If we can’t find pleasure in our work, we have to at least find it in the office’.
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Millenials
ConfidentConnected
Open to change
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Effects on the relationship with knowledge
Professor is no longer the only one who knowsChange in relationship with students
A relationship based on authority is replaced by one of collaboration in the co‐construction of knowledge
Students increasingly want to be active in their studiesThey ask for and need supervision
Also in their use of Internet for educational purposes
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Effects on the relation with knowledge
“Students live online; our classes need to live there as well. Students’ technological preferences show thattraditional classroom lessonsmight soon be a campus relic. “Lectures need to transform intobrainstorming sessions, and textbooks need to move online to take advantage of the wealth of resourcesavailable there.”
Ken Baldauf, director of Florida State University’sProgram in Interdisciplinary Computing
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Generation Gap
111Claude Caron ‐ 03/2011
http://lagenerationy.com/
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Generation Gap
112Claude Caron ‐ 03/2011
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Generation Gap
113Claude Caron ‐ 03/2011
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Effects on organisationalmanagement
Some managers are disturbed and feel threatened by the behaviour of Millenials:Ys tend to ask questions about why things are the way they are
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Effects on organisationalmanagement
They insist on transparency:They don’t understand why organisations hide informationAnyway, they will talk about everything in social networks:FacebookRatesmyteachers, Ratemyprofessor
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Effects on organisationalmanagement
Hamel (2010) thinks that Ys represent the best hope for creating new practices in management;This generation is more influential than the previous;The Y generation is in harmony with changes brought about by the network society
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Hierarchy to WirearchyA new division of work founded on the qualities / capacities of every employee rather than on the organization of tasks.
(Castells, 1998)
A dynamic two‐way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology
(Cartier et Husband, 2010)
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Hierarchy to Wirearchy
« Today's rapid flows of information are like electronic grains of sand, eroding the pillars of rigid hierarchies. This new set of conditions is having real impact on organizational structures and on the ways we do things and behave. »
(Cartier and Husband)
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Quotations
« New technologies are leading to major structural changes in the management and organization of teaching. »
A.W. Bates(Managing technological change)
« If you don't try new work models now, when your organisation is finally forced to change, you may not like the options. »
Harold Jarch
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Inspiring videosOn You Tube:
A Vision of Students Today Pay Attention
The World Is Obsessed With Facebookhttp://vimeo.com/20198465
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ReferencesOn generations and demographics:The Center for Generational StudiesDavid K. Foot: Boom, Bust & EchoEducause: www.educause.eduArticles on Internet (Google)
Millenials in educationMillenials Behaviors and Higher Education Focus Group ResultsFred Bonner Lecture on Teaching Millenials in HigherEducationTechnology a key for students with hectic schedules
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ReferencesOn management:Gary Hamel: The Future of Management
http://www.garyhamel.com/Harold Jarche: http://www.jarche.com/
On the Network society:Manuel Castells: http://www.manuelcastells.info/en/index.htm
On Wireharchy:http://www.wirearchy.com/what‐is‐wirearchy/
122Claude Caron ‐ 03/2011
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Discussion
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