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Mark Brown,
Fred de Vries & Tom Farrelly
Sligo, Ireland
2nd June 2017
Empowering Online Learning Leadership Development:
W...
http://empower.eadtu.eu
Sligo, Ireland
2nd June 2017
Empowering Online Learning Leadership Development:
Wicked Scenarios for Emerging Leaders
Mark...
Three assumptions…
“ F o c u s e s o n t h e
c r i t i c a l r o l e o f
leadership — not the
Lone Ranger leader
who rides into town
and save...
“Developing and implementing desired
change is not an event but is a complex
and subjective learning/unlearning
process fo...
1. On-line Primer…
Mark Brown Fred de Vries Panel Members
2. On-site Workshop…
What type of
institutional leader are you?
N
S
W E
What are some of
the major change forces?
• Globalisation
• Population mobility
• Demographic changes
• Changing nature of...
High impact (critical) uncertainties
Growth of new global online providers
Emergence of badges and micro-credentials
Incre...
Disruptive Business Models
Conventional Business Models
StandardisedCourses
CustomisedCourses
Scenario 3 Scenario 4
Scenar...
What is the preferred
future scenario for your institution?
• Oldish University
• Newish University
• Resource University
...
What is the preferred
future scenario for your institution?
• Oldish University
• Newish University
• Resource University
...
“Resilience requires
adaptation and evolution to new
environmental conditions, but retains core identity”
(Weller & Anders...
Making the case…
3. Follow Up…
Conclusion…
• What transfer?
• What personal impact?
• What institutional impact?
Professor Mark Brown
Director, National Institute for Digital Learning
www.dcu.ie/nidlmark.brown@dcu.ie
@mbrownz www.slide...
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
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Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders

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Presentation at EdTech 2017, Irish Learning Technology Association Conference, Sligo, Ireland, 2nd June 2017.

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Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders

  1. 1. Mark Brown, Fred de Vries & Tom Farrelly Sligo, Ireland 2nd June 2017 Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders
  2. 2. http://empower.eadtu.eu
  3. 3. Sligo, Ireland 2nd June 2017 Empowering Online Learning Leadership Development: Wicked Scenarios for Emerging Leaders Mark Brown, Fred de Vries & Tom Farrelly
  4. 4. Three assumptions…
  5. 5. “ F o c u s e s o n t h e c r i t i c a l r o l e o f leadership — not the Lone Ranger leader who rides into town and saves a single school/college, but leaders whose very actions change the systems they work in.”
  6. 6. “Developing and implementing desired change is not an event but is a complex and subjective learning/unlearning process for all concerned” (p.73). Scott, G., Coates, H., & Anderson, M. (2008). Learning leaders in times of change: Academic leadership capabilities for Australian higher education. Australian Learning and Teaching Council, NSW. Scott, G. (2003). Effective change management in higher education. Educause Review, November/December, 64-80. Listen | Link | Lead
  7. 7. 1. On-line Primer…
  8. 8. Mark Brown Fred de Vries Panel Members 2. On-site Workshop…
  9. 9. What type of institutional leader are you? N S W E
  10. 10. What are some of the major change forces? • Globalisation • Population mobility • Demographic changes • Changing nature of work • Growing demand for higher education
  11. 11. High impact (critical) uncertainties Growth of new global online providers Emergence of badges and micro-credentials Increased demand for part-time study options Increased supply reduces cost of qualifications Reduction of government funding to universities Increased demand for customised study options Increased staff demand for flexible work conditions Emergence of strategic alliances between universities Further development of new technological innovations
  12. 12. Disruptive Business Models Conventional Business Models StandardisedCourses CustomisedCourses Scenario 3 Scenario 4 Scenario 1 Scenario 2
  13. 13. What is the preferred future scenario for your institution? • Oldish University • Newish University • Resource University • Expansive University • Alliance University • Data University • Outsource University
  14. 14. What is the preferred future scenario for your institution? • Oldish University • Newish University • Resource University • Expansive University • Alliance University • Data University • Outsource University
  15. 15. “Resilience requires adaptation and evolution to new environmental conditions, but retains core identity” (Weller & Anderson, 2013, p.55).
  16. 16. Making the case…
  17. 17. 3. Follow Up…
  18. 18. Conclusion… • What transfer? • What personal impact? • What institutional impact?
  19. 19. Professor Mark Brown Director, National Institute for Digital Learning www.dcu.ie/nidlmark.brown@dcu.ie @mbrownz www.slideshare.net/mbrownz

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