Digital Learning R&D: Making Space for Participatory Leadership (281661021)

8/20/2019 Digital Learning R&D: Making Space for Participatory Leadership (281661021)

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KRISTEN ESHLEMAN | SEPTEMBER 15, 2015

DIGITAL LEARNING R&DMAKING SPACE FOR PARTICIPATORY LEADERSHIP



- Dwight D. Eisenhower

“What is important is seldomurgent. And what is urgent is

seldom important.”



WHAT CAN HIGHER ED LEARN FROM INDUSTRY?The Three Horizons of Growth

Horizon 1 Horizon 2 Horizon 3Extend and defend core

businessBuild emerging businesses Create viable option

Rationale

“The framework continues to be useful, especially in uncertain times

immediacy of concerns around horizon-one businesses can easily o

other efforts important to the future of a company.”

Source: http://www.mckinsey.com/insights/strategy/enduring_ideas_



85% 10% 5%

1

Day to day operations

2

5% on incremental improvements

5% on sustaining innovations

3

Big, disruptive

INDUSTRY SPENDING IN THE HORIZON MODELTypical Allocations in 2014

Source: https://hbr.org/2014/09/how-to-pr



Benefits Management System

1: Day to Day Operations (75%)Deliver results;

sustain success

Within existing

organization (ROI)

With

2: Incremental improvement (5%)Faster, cheaper

(efficiency)

Within existing

organization (ROI)

With

2: Sustaining innovations (10%) Better(effectiveness)

Structures to manage

across functions andboundaries (ROI &

experimentation)

With

3: Disrupting innovations (10%)Growth

(transformation)

Autonomous units to

incubate opportunities

(venture funding &

experimentation)

New

a

SPENDING CHOICES: TODAY VS TOMORROWWhat industry views as a better spending proportion…

Source: https://hbr.org/2014/09/how-to-p

Today

Tomorrow



Poll: Is this innovation a “sustaining innovation” or a “disrupting innovation”?

REVIEW THE FOLLOWING TECHNOLOGY-BASED INNO

Historically, Davidson College used a paper-based model for student records.

The model supported a linear ‘chain of custody’ that started in recruitment andended in the alumni office, connecting everything in-between: admission,

registration, advising, financial aid, grades etc. Staff work and relationships were

aligned to this chain.

Davidson has since moved all student records to an electronic document

workflow. This non-linear system up-ended established workflows,

dependencies and professional relationships. Access to student records is now

real-time, synchronous, at any time, and from anywhere.



HORIZONS IN HIGHER ED



Why Digital Learning R&D?

http://tinyurl.com/dlrddavidson



HORIZON MODEL FOR DIGITAL LEARNINGDavidson College: Center for Teaching & Learning (ITS, Library, DRLD)

Horizon 1 Horizon 2 Horizon 3Day to day Continuous Improvement R&D

Deliver current services to

expectations

Introduce emerging pedagogical

strategies

Track and mitigate disru

threats to higher educa

Design solutions for immediate

needs & opportunities

Design solutions for medium term

needs & opportunities

Sow seeds for future educ

models

Foster relationships with faculty

and student partners

Build relationships with future

faculty & student partners

Invest in experimental a

exploratory research projec

pilots

Strengthen reputationBuild pipelines for integratio

into the existing mode



85% 15% 0%

Davidson collegeWe operate primarily in operations and innovation, but we don’t have a s

bucket for disruptive innovations.

IT SPENDINGEstimated Allocations

1

Day to day operations2

10% on incremental improvements

5% on sustaining innovations

3

Big, disruptive



- George Siemens,http://www.elearnspace.org/blog/2015/08/03/white-house-innovation-in-higher-education/

“The best strategy in a time ofuncertainty is not to seek orforce the way forward, but to

enter a cycle of

experimentation.”



- Dwight D. Eisenhower

“What is important is seldomurgent. And what is urgent is

seldom imporant.” THE “D” IS FOR DESIGN



DESIGN-THINKING

1Empathize: “To create meaningful innovations, you need to know

your users and care about their lives.”

2Define: “Framing the right problem is the only way to create the right

solution.”

3Ideate: “It’s not about coming up with the ‘right’ idea, it’s about

generating the broadest range of possibilities.”

4 Prototype: “Build to think and test to learn.”

5Test: “Testing is an opportunity to learn about your solution and your

user.”

Source: http:/



Kristen EshlemanDirector of Digital Learning R&D and

Academic Technology

Best practices in digital learning

pedagogy; Action research design and

implementation; IT strategy; Student

agency

Hannah LevinsonDirector of Entrepreneurship &

Innovation

External partnerships with alumni and

community in entrepreneurism;

connecting the liberal arts theory to

practice and preparing students to lead,

serve, and innovate in the quest for new

knowledge and solutions within our

rapidly changing, interconnected world.

Fuji LozadaProfessor of Anthropology &

Environmental Studies; Director of

Center for Interdisciplinary Studies

CIS for credit-bearing course

development, student-driven majors and

multi-modal research and scholarship.

Assoc

Critica

throu

sch

app

bac

DLRD: PARTICIPATORY LEADERSHIP



Get Social

Know your campus culture. “It is notonly the most determined who drive

change; it is those who most fully

engage with like-minded people. The

best ideas come from careful and

continuous social exploration.”

Empower People

Question the degree of verticality in yourdivision, department, or team. The best

ideas emerge in egalitarian, flat

structures. Create the spaces that

enable a social flow of ideas.

Throw Out the Org Chart

“It’s not simply the brightest who havethe best ideas; it is those who are best

at harvesting ideas from others.”

Look beyond job titles and hierarchies.

People with the best ideas can be

anywhere in the organization

Wheimport

trust

tran

proc

detai

LEADERSHIP TOOLBOXBuilding a participatory leadership model

Quotes from: http://www.amazon.com/Social-Physics-Spread-The-Le

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Digital Learning R&D: Making Space for Participatory Leadership (281661021)

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