Tec mty guadalajara-power-bertrand-caron-11-03-11

Designing Sustainable Online Learning: an international perspective

Dr. Michael Power

Campus Guadalajara

www.ulaval.ca

16-01-07

QUEBEC CITY – 2008 = 400th

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

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

Higher Education

Hundreds of years of tradition…http://tenthmedieval.files.wordpress.com/2008/05/lecturing‐778306.jpg

Higher Education in the 21st century: Major Studies, Major Trends

http://www.flickr.com/photos/webmonk/1470292918/

STUDIES

2005

UNESCOTo remain human and liveable, knowledge societies will have to be societies of shared knowledge.

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...

2009!

ImportantStudy on OnlineLearning

US Department of Education 2009

1,000 empirical studies later...

…on average, students in online learningconditions performed better than thosereceiving face‐to‐face instruction. (…)

… positive effects associated withblended learning

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…

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...

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.

21st century readiness for every student

http://us.123rf.com/400wm/400/400/domenicogelermo/domenicogelermo0810/domenicogelermo081000060/3706694.jpghttp://images.google.ca/

Traditional Universities must CHANGE NOW

From scholars on foot…

ejmas.com

ShapingThe MIND

From scholars on foot… to scholars online

ejmas.com

ShapingThe MIND

www.obhe.ac.uk

Transnational education

http://www.obhe.ac.uk/resources/2008_AUA_Presentation.pdfDon Olcott CE OBHE

THE GAP

DEMAND

SUPPLY

D. Olcott

A worldwide problem A worldwide problem

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

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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ON‐CAMPUS TEACHING A tradition continues…

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ON‐CAMPUS TEACHING A tradition continues… one of EXCLUSION…

If we, as faculty, do not redesign ouruniversity, who will?

Asynchronoustools

© M. Power 2008

Online Graduate Studies… world‐wide

Synchronoustools

http://sites.google.com/site/changchienlily/BlankWorldMap.gif

Aligning Research Centers and Graduate Programs

Latin Americaand QuébecSynchronousCommunications

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AchievingSustainable Online Learning

www.irrodl.org

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?

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

COSTCOST

ACCESS ACCESS QUALITYQUALITY

Desired StateCurrent

State

Optimizing Higher Education


Increase Accessibility?

COST

ACCESS QUALITY

Current State



Increase Accessibility? = increase Cost & lower Quality

COST

ACCESS QUALITY



Increase Quality?

COST

ACCESS QUALITY

Current State



Increase Quality?= increase Cost & lower Accessibility

COST

ACCESS QUALITY



Lower COST?

COST

ACCESS QUALITY

Current State



Lower COST?= lower Accessibility & lower Quality

ACCESS QUALITY



COST

BREAKING OUT OF THE “Iron Triangle”

COST

ACCESS QUALITY

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?

ADMIN

ACCESSIBILITYSTUDENTS

QUALITYFACULTY

Mainpriority

Mainpriority

Mainpriority

Power, 2010

COST‐EFFECTIVENESS

ADMIN

STUDENTS

FACULTY

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

Traditional, campus-bound studies


QualityDiminishing value

Post- WW2:need for expansionof the university system

AccessibilityOverriding valueTraditional

Universities

STILL A QUALITY LEARNING EXPERIENCE?

http://www.ibiblio.org/cccr/AustraliaPhotos/Preview005.png

Distance Education

The emergence of Distance Education


AccessibilityMain value

addressing


QualitySustained value

+

Distance Education



addressing




+

Distance Education



- Never went mainstream(Moore & Kearsley, 2004)

Open/Dist. Universities

- MAINLY UNDERGRADUATE- Negligible impact

addressing


COST-EFFECTIVENESS



+

Distance Education

The emergence of Online learning


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


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


AccessibilityDiminished

value


HOW DO WE BALANCE THESE VALUES?

AccessibilityOverriding value

QualityOverriding value


ADMIN

STUDENTS

FACULTY

© M. Power 2008

+

SYNCHRONOUS ASYNCHRONOUS

COURSE ACCESS

Accessibility, Quality and Cost‐effectiveness meet up

LMSSDC

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

Virtual Classroom + Basic Web Site

SYNCHRONOUSVirtual classroom LMS

ASYNCHRONOUSPower, 2008

webcam

www.bold-research.org

• 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;





• 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

BOLD Research and Researchers

Instructional Design&

Technology

Distance Education/Online Learning/Blended Learning

GRADUATE STUDIES

FACULTY DEVELOPMENT

BOLD

ARE YOU A BOLD RESEARCHER?

www.bold‐research.org

ENGLISH‐language networkBOLD International Research Network


Dual‐mode universities

Founder: M. Power / Co-founder: N. Vaughan / Coordinator: A. St-Jacques

FRENCH‐language network

Carroll‐AnnKeating

& Richard Lemay

E‐learning intégral (synchrone et asynchrone)

Universités bimodales



SPANISH‐language network

FabioSuarez

Red de investigación hispanófono - design de enviros de aprendizaje en línea en modo integral

Universidades bimodales



QUEBEC & VERACRUZ… JUST ONE HOUR AWAY!

Synchcomms

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

www.bold-research.org

Sustainable Online Learning: an international perspective

Louise Bertrand, Ph.D.Télé‐universitéUniversité du Québec à Montré[email protected]

81

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

84

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

87

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.

89

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

Contents

Who are the millenials?Comparisons with other generations.

What are their effects on teaching and management?

100Claude Caron ‐ 03/2011

GenerationsAge Born

Silent Gen 67 and more Before 1944

Boomers 47‐66 1945‐1964

X 32‐46 1965‐1979

Millenials 11‐31 1980‐2000


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


MillenialsDifferent names:Y: Why, ask questionsC: Communicate, collaboration, createF: Facebook, linked, wiredNet generation


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

Claude Caron ‐ 03/2011 104

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


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


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’.


Millenials

ConfidentConnected

Open to change

Claude Caron ‐ 03/2011 108

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


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


Generation Gap


http://lagenerationy.com/

Generation Gap


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



They insist on transparency:They don’t understand why organisations hide informationAnyway, they will talk about everything in social networks:FacebookRatesmyteachers, Ratemyprofessor



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


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)


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)


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


Inspiring videosOn You Tube:

A Vision of Students Today Pay Attention

The World Is Obsessed With Facebookhttp://vimeo.com/20198465


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


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/


[email protected]

Discussion

124

Tec mty guadalajara-power-bertrand-caron-11-03-11

Education

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