Some alternate foundations for leadership in learning and teaching at CQUniversity

Some alternate foundations for leadership in L&T at CQUniversity David Jones

http://cddu.cqu.edu.au/

http://flickr.com/photos/21596348@N05/2093445334/http://flickr.com/photos/21596348@N05/2093445334/

DisclaimerDisclaimer

http://flickr.com/photos/alicepopkorn/2736173495/http://flickr.com/photos/alicepopkorn/2736173495/

Journey to understandingJourney to understanding

http://flickr.com/photos/eggplant/3669546/http://flickr.com/photos/eggplant/3669546/

I have a problemI have a problem

The incumbent will work with…The incumbent will work with…iin the development of CQU as a n the development of CQU as a leader leader in flexible and online educationin flexible and online education

http://flickr.com/photos/rbowen/1149317580/in/set-72157601499872144/http://flickr.com/photos/rbowen/1149317580/in/set-72157601499872144/

Herding catsHerding cats

Concepts that have proven useful in ordering things easily achieve such authority over us that we forget their earthly origins and accept them as unalterable givens.

Concepts that have proven useful in ordering things easily achieve such authority over us that we forget their earthly origins and accept them as unalterable givens.

http://flickr.com/photos/dunechaser/567753250/http://flickr.com/photos/dunechaser/567753250/

Representation has a profound impact on designwork and how tasks and problems are conceived(Simon, 1996; Weber, 2003; Boland, 2002)

Representation has a profound impact on designwork and how tasks and problems are conceived(Simon, 1996; Weber, 2003; Boland, 2002)

http://flickr.com/photos/conceptworker/396871589/http://flickr.com/photos/conceptworker/396871589/

With the right representationsolution generation becomestrivial (Simon, 1996)

With the right representationsolution generation becomestrivial (Simon, 1996)

http://flickr.com/photos/conceptworker/396871589/http://flickr.com/photos/conceptworker/396871589/

Number scrabbleNumber scrabble

• Two players• Take turns to take a card• Aim to create a book• Three cards that add to 15

• Two players• Take turns to take a card• Aim to create a book• Three cards that add to 15

Player 1Player 1

Player 2Player 2

Player 1Player 1

Player 2Player 2

What’s a winning strategy?What’s a winning strategy?

How would you formulate one?How would you formulate one?

Remember, with the right representation,the solution can be trivial

Remember, with the right representation,the solution can be trivial

Magic squareMagic square

1515

1515

1515

151515151515

Player 1Player 1 Player 2Player 2

TheoryTheory

PracticePractice RealityReality

RepresentationRepresentation

http://flickr.com/photos/shinyredtype/349804601/http://flickr.com/photos/shinyredtype/349804601/


Can alternate representationsCan alternate representations- Close the disconnectClose the disconnect- Suggest better solutions?Suggest better solutions?

Not all systems are the sameNot all systems are the same

http://flickr.com/photos/sharynmorrow/127184319/http://flickr.com/photos/sharynmorrow/127184319/

How we thinkHow we think

Implications for L&T @ CQUniImplications for L&T @ CQUni

http://flickr.com/photos/moopness/383109241/http://flickr.com/photos/moopness/383109241/

People are not rationalPeople are not rational

http://flickr.com/photos/autanex/808866285/http://flickr.com/photos/autanex/808866285/

How does the mind work?How does the mind work?

http://www.cognitive-edge.com/blogs/dave/2008/05/a_keynote_in_perth.phphttp://www.cognitive-edge.com/blogs/dave/2008/05/a_keynote_in_perth.php

http://flickr.com/photos/photograham/260939952/http://flickr.com/photos/photograham/260939952/

Kaplan’s Law of InstrumentKaplan’s Law of Instrument(Kaplan 1998)(Kaplan 1998)

http://flickr.com/photos/pbo31/162704071/http://flickr.com/photos/pbo31/162704071/

Pattern entrainmentPattern entrainment

http://flickr.com/photos/lumaxart/2137729430/http://flickr.com/photos/lumaxart/2137729430/

Tell people: What, Why and HowTell people: What, Why and How

But will they do it?But will they do it?

LeadershipLeadership


Herding catsHerding cats

http://flickr.com/photos/dklinge/441370258/http://flickr.com/photos/dklinge/441370258/

Expectation to be toldExpectation to be told

But they do what But they do what ththey think bestey think best

FollowersFollowers

http://flickr.com/photos/mrs_eyepatch/2544399256/http://flickr.com/photos/mrs_eyepatch/2544399256/

If it don’t make senseIf it don’t make sense

They’ll do something elseThey’ll do something else

http://www.youtube.com/watch?v=3RVJMSdIYaQ

Wisdom of crowdsWisdom of crowds

Singing in a crowdSinging in a crowd


Sustained inattentional blindness

http://viscog.beckman.uiuc.edu/djs_lab/demos.html

http://en.wikipedia.org/wiki/Inattentional_blindness

http://flickr.com/photos/sbishop/205613851/

Knowledge can only be volunteered, not conscripted

We only know what we know,when we need to know it

We always know more than we can say andwe will always say more than we can write

(Snowden, 2005)

What’s this got to do with L&TWhat’s this got to do with L&T

http://flickr.com/photos/yewenyi/300115429/

(Trigwell, 2001)

Good leadership is not a one-size-fits-all propositionGood leadership is not a one-size-fits-all proposition(Snowden & Boone, 2007)(Snowden & Boone, 2007)

http://flickr.com/photos/jenny-pics/2387890046/http://flickr.com/photos/jenny-pics/2387890046/

http://flickr.com/photos/cntstpdrmn/2362207708/http://flickr.com/photos/cntstpdrmn/2362207708/


Sustained inattentional blindness

http://viscog.beckman.uiuc.edu/djs_lab/demos.html

http://en.wikipedia.org/wiki/Inattentional_blindness

Horses for coursesHorses for courses

http://flickr.com/photos/andree-debashish/227654323/http://flickr.com/photos/andree-debashish/227654323/

What types of “courses” exist?What types of “courses” exist?

Cynefin FrameworkCynefin Framework

http://flickr.com/photos/hugovk/320686889/http://flickr.com/photos/hugovk/320686889/

http://en.wikipedia.org/wiki/Cynefinhttp://en.wikipedia.org/wiki/Cynefin

ComplexComplex ComplicatedComplicated

SimpleSimpleChaosChaos

Cause & effect only coherentin retrospect and do not repeat

Pattern management

Probe-Sense-Respond

Cause & effect separated overtime and place

Analytical/Reductionist

Sense-Analyze-Respond

Cause & effect relations repeatable, perceivableand predictable

Legitimate best practice

Sense-Categorise-Response

No cause & effectrelationships perceivable

Stability-focused intervention

Act-Sense-Respond




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

What we care most about is how peopleperceive and make sense of situations inorder to make decisions

What we care most about is how peopleperceive and make sense of situations inorder to make decisions

(Kurtz and Snowden, 2003)(Kurtz and Snowden, 2003)

Simple - CharacteristicsSimple - CharacteristicsBest practice and processre-engineeringBest practice and processre-engineering

Command and control worksCommand and control works

Functions can be automatedFunctions can be automated

Sense-Categorise-RespondSense-Categorise-Respond


Simple - ProblemsSimple - Problems


Incorrect classificationIncorrect classification

Entrained thinkingEntrained thinking

ComplacencyComplacency

Systems thinkingSystems thinking

Complicated - characteristicsComplicated - characteristics

Place for expertsPlace for experts


Sense-Analyse-RespondSense-Analyse-Respond

Good practiceGood practice

Balanced scorecardBalanced scorecardLearning organisationLearning organisation

Expert – entrained thinkingExpert – entrained thinking

Complicated - problemsComplicated - problems


Analysis paralysisAnalysis paralysis

Complex - characteristicsComplex - characteristics

http://flickr.com/photos/aeioux/57188708/http://flickr.com/photos/aeioux/57188708/

Patterns perceived, not predictedPatterns perceived, not predicted

Expert pattern matching doesn’t workExpert pattern matching doesn’t work

Cause & effectCause & effect No single causeNo single cause

Probe-Sense-RespondProbe-Sense-Respond

ChaosChaos

No perceivable cause & effect relationshipsNo perceivable cause & effect relationships

Not time to investigateNot time to investigate

http://flickr.com/photos/pchweat/516336421/http://flickr.com/photos/pchweat/516336421/

Act-Categorise-RespondAct-Categorise-Respond




Pattern management

Probe-Sense-Respond




Cause & effect relations repeatable, perceiveableand predictable





Act-Sense-Respond




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

Ordered

Cause and effect areperceptible

Right answers can bedetermined based onfacts

Ordered






Pattern management

Probe-Sense-Respond









Act-Sense-Respond

Ordered



Ordered



Unordered

No immediate relationshipbetween cause and effect are

Move forward basedon emerging patterns

Unordered

No immediate relationshipbetween cause and effect are

Move forward basedon emerging patterns




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

Truly adept leaders will know not only how to identify the context they’re working in at any given time but also how to change their behavior and their decisions to match that context


(Snowden and Boone, 2007)(Snowden and Boone, 2007)

http://flickr.com/photos/aesopsfables/240517889/

Organising a birthday partyOrganising a birthday party

Complex?Complex? Complicated?Complicated?




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

Where does the use of IT in L&T @ CQU fit?Where does the use of IT in L&T @ CQU fit?




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

What tasks does the use of IT in L&T @ CQU involve?What tasks does the use of IT in L&T @ CQU involve?




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

What does the use of IT in L&T @ CQU involve?What does the use of IT in L&T @ CQU involve?

Assigning user accountsAssigning user accounts




Pattern management

Probe-Sense-Respond









Act-Sense-Respond



Solving problems with LMSSolving problems with LMS




Pattern management

Probe-Sense-Respond









Act-Sense-Respond




Designing a courseDesigning a course




Pattern management

Probe-Sense-Respond









Act-Sense-Respond




Designing a courseDesigning a course Designing a courseDesigning a course




Pattern management

Probe-Sense-Respond









Act-Sense-Respond





InnovationInnovation





Pattern management

Probe-Sense-Respond









Act-Sense-Respond



(Snowden and Boone, 2007)(Snowden and Boone, 2007)




Pattern management

Probe-Sense-Respond









Act-Sense-Respond

This is a complex taskThis is a complex task




InnovationInnovation


Complex - characteristicsComplex - characteristics

http://flickr.com/photos/aeioux/57188708/http://flickr.com/photos/aeioux/57188708/

Patterns perceived, not predictedPatterns perceived, not predicted

Expert pattern matching doesn’t workExpert pattern matching doesn’t work

Probe-Sense-RespondProbe-Sense-Respond

ComplicatedComplicated


Idealistic approachesIdealistic approaches

Experts analyse & interpretExperts analyse & interpret

Leaders identify ideal stateLeaders identify ideal state

Diagnosis separate from interventionDiagnosis separate from intervention

Process aims to get there from hereProcess aims to get there from here

http://flickr.com/photos/industry_is_virtue/2651168521/http://flickr.com/photos/industry_is_virtue/2651168521/

NaturalisticNaturalistic

Emergent meaning @ ground levelEmergent meaning @ ground level

Understand sufficiencyStimulateMonitor emergent patterns

Understand sufficiencyStimulateMonitor emergent patterns

Research and intervention entwinedResearch and intervention entwined

http://flickr.com/photos/adambrock/377577951/http://flickr.com/photos/adambrock/377577951/

http://flickr.com/photos/b-tal/116220689/http://flickr.com/photos/b-tal/116220689/

http://flickr.com/photos/ohhector/456611804/http://flickr.com/photos/ohhector/456611804/

Attention deferral and contextual insensitivity may appear to be unproblematic in the face of the overwhelming “proof” afforded by the larger community’s rush toward the innovation.

(Swanson and Ramiller, 2004)

http://flickr.com/photos/kt/31511354/

contextual immersion

http://flickr.com/photos/riccarducci/1296459990/

Solutions

http://flickr.com/photos/suzanneandsimon/378705610/

Solutions

http://flickr.com/photos/suzanneandsimon/378705610/

Immerse in contextImmerse in context

Narrative inquiryNarrative inquiry

attractors, barriers, identities, dissent, environmentattractors, barriers, identities, dissent, environment

ABIDEABIDE

Social Network StimulationSocial Network Stimulation

Conversation is not...a contest where a winner gets a prize...; it is an endless, unrehearsed, intellectual adventure in which in imagination we enter a variety of modes of understanding the world and ourselves. And, we are not disconcerted by the differences, or dismayed by the inconclusiveness of it all."

Conversation is not...a contest where a winner gets a prize...; it is an endless, unrehearsed, intellectual adventure in which in imagination we enter a variety of modes of understanding the world and ourselves. And, we are not disconcerted by the differences, or dismayed by the inconclusiveness of it all."

http://flickr.com/photos/unaciertamirada/2499086247/

Michael OakeshottMichael Oakeshott

A university is defined by the quality of its academic conversations, not by the technologies that service them

A university is defined by the quality of its academic conversations, not by the technologies that service them

http://flickr.com/photos/eye2eye/50892860/

Diana LaurillardDiana Laurillard

Leaders are an emergent aspectof a complex systemLeaders are an emergent aspectof a complex system

Gabriele LakomskiGabriele Lakomski

Cannot control, at bestinfluenceCannot control, at bestinfluence

References

Snowden, D. and M. Boone (2007). A leader's framework for decision making. Harvard Business Review 85(11): 68-76http://www.harvardbusiness.com/hbsp/hbr/articles/article.jsp?ml_action=get-article&articleID=R0711C

Lakomski, G. (2005). Managing without Leadership: Towards a Theory of Organizational Functioning, Elsevier Science.http://www.amazon.com/Managing-without-Leadership-Organizational-Functioning/dp/0080433529/

Davis, B. and D. Sumara (2006). Complexity and education: Inquiries into learning, teaching, and research. Mahwah, New Jersey, Lawrence Erlbaum Associateshttp://www.amazon.com/Complexity-Education-Inquiries-Learning-Teaching/dp/0805859357/

Kurtz, C. and D. Snowden (2003). “The new dynamics of strategy: Sense-making in a complex and complicated world.” IBM Systems Journal 42(3): 462-483http://www.research.ibm.com/journal/sj/423/kurtz.html

De Martino, Kumaran, Seymour, Dolan (2006). Frames, Biases, and Rational Decision-Making in the Human Brain, Science, 313(5787): 684-687http://www.sciencemag.org/cgi/content/abstract/313/5787/684

Abraham Kaplan (1998) The Conduct of Inquiry, Transaction Publishershttp://books.google.com.au/books?id=ks8wuZHSKs8C

Dave Snowden (2005) From Atomism to Networks in Social Systems, The Learning Organisation, 12(6)http://www.cognitive-edge.com/articledetails.php?articleid=45

Some alternate foundations for leadership in learning and teaching at CQUniversity

Technology

Transcript of Some alternate foundations for leadership in learning and teaching at CQUniversity