CanDisruptionSaveHigherEducation-June2014

 

Can disruption save higher education? — from eCampus News by Meris Stansbury

Excerpts (emphasis DSC):

Christensen: “The question now is: ‘Is there something that can’t be displaced within a traditional university’s value offering?'”

However, Christensen outlined three ways traditional colleges and universities, like his own Harvard Business school, could survive into the future:

Focus on professors
[when recruiting faculty]…focus less on their publishing capabilities and expert knowledge of material, and more on their ability to connect to others.

Understand why technology, like online learning, is disruptive.

Don’t try to change from the inside — you will fail.  [Use offsets.]

 

 

Acts 5:33-39 [NIV]

33 When they [members of the High Council] heard this, they were furious and wanted to put them [the apostles] to death. 34 But a Pharisee named Gamaliel, a teacher of the law, who was honored by all the people, stood up in the Sanhedrin and ordered that the men be put outside for a little while. 35 Then he addressed the Sanhedrin: “Men of Israel, consider carefully what you intend to do to these men. 36 Some time ago Theudas appeared, claiming to be somebody, and about four hundred men rallied to him. He was killed, all his followers were dispersed, and it all came to nothing. 37 After him, Judas the Galilean appeared in the days of the census and led a band of people in revolt. He too was killed, and all his followers were scattered. 38 Therefore, in the present case I advise you: Leave these men alone! Let them go! For if their purpose or activity is of human origin, it will fail. 39 But if it is from God, you will not be able to stop these men; you will only find yourselves fighting against God.”

40 His speech persuaded them. They called the apostles in and had them flogged. Then they ordered them not to speak in the name of Jesus, and let them go.

 

Comments from DSC:
When I read this piece of scripture the other day, I was struck by several things as found in the person of Gamaliel.  Here was this Pharisee, a teacher of the law, who was respected by many, but who was going against the grain by not supporting the elimination/death of the apostles (who were preaching the Gospel, an activity that the Chief Priest and High Council did not like at all).

Gamaliel was a leader who showed:

  • Courage (by going against the more popular grain/perspectives of his worked-up/threatened peers)
  • Knowledge (of the past)
  • A fear/reverence for God and for doing the right thing
  • The power of persuasion
  • Wisdom / solid counsel (“Let them go! For if their purpose or activity is of human origin, it will fail. 39 But if it is from God, you will not be able to stop these men; you will only find yourselves fighting against God.”)

His words persuaded the Council. The Council did not kill the apostles, but rather they had them flogged and then they let them go. (Still harsh in my mind; but the point here is what Gamaliel was able to achieve as a leader.)

 

 

If change is inevitable– is progress optional? Four education institutions opting for progress — from onlinelearninginsights.wordpress.com by Debbie Morrison

Excerpts:

  1. Corporate Sponsored Degree Program: University of Maryland, Cybersecurity
  2. Strategic Planning Initiative: Beyond Forward, Dartmouth University
  3. Institutional Mergers. University System of Georgia
  4. MOOC-Inspired Initiatives. Penn State, flex-MOOC and Georgia Tech Institute.

 

 

 

Management and the Liberal Arts
Management is a liberal art.

Management is what tradition used to call a liberal art — “liberal” because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; “art” because it deals with practice and application. Managers draw upon all of the knowledges and insights of the humanities and social sciences on psychology and philosophy, on economics and history, on the physical sciences and ethics. But they have to focus this knowledge on effectiveness and results-on healing a sick patient, teaching a student, building a bridge, designing and selling a “user-friendly” software program.

ACTION POINT:
What is your plan to develop yourself in the humanities and social sciences? Develop such a plan today.

The New Realities

 

Drucker, P. (2004). The Daily Drucker (p. 15). New York, NY: HarperBusiness.

 
RiseofTheReplicants-FTdotcomMarch2014

 

Excerpts:

If Daniel Nadler is right, a generation of college graduates with well-paid positions as junior researchers and analysts in the banking industry should be worried about their jobs. Very worried.

Mr Nadler’s start-up, staffed with ex-Google engineers and backed partly by money from Google’s venture capital arm, is trying to put them out of work.

The threat to jobs stretches beyond the white-collar world. Advances in artificial intelligence (AI) also make possible more versatile robots capable of taking over many types of manual work. “It’s going to decimate jobs at the low end,” predicts Jerry Kaplan, a Silicon Valley entrepreneur who teaches a class about AI at Stanford University. Like others working in the field, he says he is surprised by the speed at which the new technologies are moving out of the research labs.

 

From DSC:
After reading the above article — and seeing presentations about these trends (example) — I have some major questions to ask:

  • What changes do those of us working within higher education need to make due to these shifts? How should we modify our curricula? Which skills need to be reinforced/developed?
  • What changes do Learning & Development groups and Training Departments need to make within the corporate world?
  • How should we be developing our K-12 students to deal with such a volatile workplace?
  • What changes do adult learners need to make to stay marketable/employable? How can they reinvent themselves (and know what that reinvention should look like)?
  • How can each of us know if our job is next on the chopping block and if it is, what should we do about it?
  • What kind of future do we want?

These changes are for real. The work of Erik Brynjolfsson and Andrew McAfee further addresses some of these trends and changes. See:

 

TheSecondMachineAge-2014

 

 

 

 

Addendum:

AICouldAutomateJobsChicagoTrib-March52014

 

 

 

Also see:

 

Bill Gates Interview Robots

 

Excerpt:

Microsoft cofounder Bill Gates isn’t going to sugarcoat things: The increasing power of automation technology is going to put a lot of people out of work. Business Insider reports that Gates gave a talk at the American Enterprise Institute think tank in Washington, DC this week and said that both governments and businesses need to start preparing for a future where lots of people will be put out of work by software and robots.

 

Also see:

 

 

Digital life in 2025 — from by Janna Anderson and Lee Rainie
Experts predict the Internet will become ‘like electricity’ — less visible, yet more deeply embedded in people’s lives for good and ill

 

Report here.

 

Excerpts from report:

One striking pattern is that these experts agree to a large extent on the trends that will shape digital technology in the next decade. Among those expected to extend through 2025 are:

  • A global, immersive, invisible, ambient networked computing environment built through the continued proliferation of smart sensors, cameras, software, databases, and massive data center s in a world-spanning information fabric known as the Internet of Things.
  • “Augmented reality” enhancements to the real-world input that people perceive through the use of portable/wearable/implantable technologies.
  • A continuing evolution of artificial intelligence-equipped tools allowing anyone to connect to a globe-spanning information network nearly anywhere, anytime.
  • Disruption of business models established in the 20th century (most notably impacting finance, entertainment, publishers of all sorts, and education).
  • Tagging, databasing, and intelligent analytical mapping of the physical and social realms

 

 

DigitalLifeIn2025

 

 

Also see:

  • The Rise of the Digital Silhouette — from shift2future.com by Brian Kuhn
    Excerpt:
    Switching gears for a moment…  there are some significant benefits to education systems in the ‘Internet of things’ movement.  Imagine that students, wearing various data logging technologies, including Google Glasses, interacting with each other, with ‘text books’, human teachers, each other, and other learning resources, along with a host of educational apps, are continuously digitally documented.  Imagine that there are ‘intelligent’ algorithms (think IBM’s Watson but even more advanced) that look for patterns, provide real-time recommendations and coaching that adjust the student’s personalized learning plan, directly interacting with and advising the students like a personal learning coach.  Imagine that when a report card is due, the student’s ‘digital learning guide’ automatically produces a summative report card complete with a ‘live’ info graphic on the student’s learning and generates it directly in the student’s online learning portfolio and sends an alert to the parents.
 

Moving from the back office to the front lines: CIO insights from the Global C-suite Study — from IBM Institute for Business Value
CIOs tell us that their place in the organizational pyramid has changed in the past five years. Many of them command more respect and possess more authority than before and they are working more closely with their C-suite colleagues.

Excerpts (emphasis DSC):

Introduction
In the first installment of our recent Global C-suite Study, we spoke in person with 4,183 top executives covering more than 20 industries to find out how CxOs are earning the loyalty of digitally enfranchised customers and citizens.1 In this report we delve more deeply into what the 1,656 CIOs we interviewed are doing to help their enterprises become more “customer-activated.”

One thing is immediately obvious: just how far some CIOs have come in the past five years. In 2009, we reported that CIOs were rising up the management hierarchy and developing a new, more powerful voice. But they often had to juggle different roles to deal with conflicting goals.2

In 2011, we identified that CIOs were starting to think more like CEOs. They were becoming essential members of the C-suite, although there were marked disparities in the mandates they held — i.e., what the enterprises they worked for expected of the IT function. Most CIOs were helping to expand or transform their organizations. The rest were tasked with leveraging IT to make their organizations more effective, or pioneering radical innovation in the form of new products, markets and business models.3

ChangingCIOMandates-IBM2014

 

 

ChangingCIOMandates2-IBM2014

 

ChangingCIOMandates3-IBM2014

In short, while some CIOs remain confined to their traditional domains, a growing number are seizing the opportunity to take on a far bigger role on the front lines of the business.

From DSC:
The  corporate world moves much faster than the world of higher ed (or K-12).  So, higher ed should take a look at what this study is saying and note what’s happening to the role of the CIO.  My bet is that many of the same dynamics discussed in this report/survey will be on our doorsteps soon, if they aren’t here already.

 

 

Education is holding Millennials back — from blog.clomedia.com, interview with Donna Harris

Excerpt:

If you ask employers whether millenials are prepared for the workforce, there is no shortage of concern.

Being able to take charge of one’s own career, question the status quo, initiate change, be creative, solve problems, operate independently and be entrepreneurial will become increasingly crucial for career success.

Today’s workers will have dozens of jobs in their lifetimes and need a vastly different toolkit to be successful — the ability to question the status quo, initiate change, be creative, solve problems, operate independently and be entrepreneurial become crucial.

This massive change from a transactional, hierarchical, closed economy to one that is global, networked, transparent and entrepreneurial is a major challenge to our overall education system. We have large institutions, degrees take years to complete, students invest tens (or hundreds) of thousands of dollars, and yet employers are still saying that graduates are not well-suited for their needs. We have to rethink what we’re teaching and how we’re teaching it, with a fundamental understanding of the global economic shift we’re in the midst of.

 

George Siemens Gets Connected — from chronicle.com by Steve Kolowich

Excerpts (emphasis DSC):

He earned the most of his college credits at the University of Manitoba but also took courses from Briercrest College and Seminary, a Christian institution in Saskatchewan.

Through Briercrest, Mr. Siemens had his first experience with distance education: He took a Greek-language course that involved studying pronunciation from cassette tapes that came in the mail.

When he was 28, he went on a religious retreat. “If you’re always moving away from something, you’ll be lost,” Mr. Siemens remembers a priest telling him. “Always be moving toward something.”

The idea behind the first MOOC was not to make credentialing more efficient, says Mr. Siemens. It was to make online instruction dovetail with the way people actually learn and solve problems in the modern world. He and his colleagues wanted “to give learners the competence to interact with messy, ambiguous contexts,” he wrote, “and to collaboratively make sense of that space.”

Education, then, is “a connection-forming process,” in which “we augment our capacity to know more” by adding nodes to our personal networks and learning how to use them properly.

 

From DSC:
This last sentence speaks to a significant piece of why I titled the name of this blog Learning Ecosystems.  Such nodes can be people — such as parents, pastors, teachers, professors, coaches, mentors, authors, and others — as well as tools, technologies, schools, experiences, courses, etc.   These ecosystems are fluid and different for each of us.

 

learning-ecosystems-nodes-DanielChristian

 

I’m also very glad to see George continuing to lead, to innovate, to experiment and for others to realize the value in supporting/encouraging those efforts. He is out to create the future. 

Speaking of being out to create the future, I got involved with one of the experiments he led a while back called future learn: exploring innovation in education and learning.  Though that experiment was later abandoned, it helped me crystallize a vision:

 

FutureLearn-April302011-DanielChristian

 

That vision has turned into:

 

The Living [Class] Room -- by Daniel Christian -- July 2012 -- a second device used in conjunction with a Smart/Connected TV

 

So thanks George, for your willingness to encourage experimentation within higher education. Your efforts impacted me.

Finally, I’m glad to see the LORD continuing to bless you George and to work through you…to change the world.

 

 
 

Cross-college collaboration — from insidehighered.com by Megan Rogers

Excerpt:

Faced with increasingly tight budgets, liberal arts colleges are looking to share resources to reduce costs and expand programs. But when the end goal is collaboration and not a merger, how should administrators decide which services are appropriate to share?

St. Olaf and Carleton Colleges, both liberal arts colleges in Northfield, Minn., have received a $1.4 million grant from the Andrew W. Mellon Foundation to increase collaboration over the next four years, but are drawing the line at sharing career services departments. And it’s hard to imagine the colleges collaborating in areas where they are competitors, such as fund-raising or admissions, St. Olaf President David Anderson said.

 

From DSC:
In order to survive within higher ed — and if things migrate to more of a team-based approach to content creation and delivery — I’ve often wondered if the following will occur:

  • The necessity of sharing/pooling resources — especially those involving the creation and delivery of courses (i.e. one college contributes X courses, another contributes Y courses)
  • The requirement to form partnerships for most institutions of higher education (vendors, especially), as the unbundling of higher education continues
  • The need to form consortia

 

 

 

USDebtClock-AsOf1-10-14
As of January 10, 2014

 

From DSC:
Who is going to pay for the now $17+ trillion in national debt? Let’s bite the bullet and whittle this down as quickly as possible — so our children don’t have to (nor their children either).

Be forewarned!!!  If you let your eyes and mind take in how fast the debt is increasing, it will amaze — and depress — you.  Are we seeing a nation in decline right in front of our faces?

 


A true or false question for the Econ Students/Faculty out there: 


 

If we don’t get a handle on this, 100% of every dollar will have to be applied towards paying our national debt.

If true, what can we do to turn this around, ASAP?
If false, why is it false and what are the more relevant concerns?
What are the ramifications of this on the American people? On people throughout the world? On education? On healthcare? Other?

 

 

 

 

A Rebirth of Liberty and Learning — from imprimis.hillsdale.edu by Larry Arnn, President, Hillsdale College, with thanks to Mr. Andy Thorburn for this resource

Excerpt:

At Hillsdale College students read a lot of old books, including Plato’s Republic. In the Republic they read the story of Gyges’ ring—a ring that makes the wearer of it invisible. One of Socrates’ interlocutors in the Republic, a young man named Glaucon, raises the question: Why would a man in possession of such a ring not use it to do and obtain whatever he wishes? Why would he not use the ring’s powers, for instance, to become a tyrant? In response, Socrates turns the discussion to another question: What is the right way for a man to live? What is just by nature and what is unjust?

These Socratic questions were once at the center or core of education, and they remain at the center or core of education at Hillsdale College. But in American education as a whole, these questions have been abandoned.

Bereft of the kind of questions posed by Socrates in the Republic—or the kind of questions raised in the Bible, or in the plays of Shakespeare—modern education treats students chiefly as factors of production, as people to be trained for productive jobs. And although we all wish productive jobs for our children, as parents we know that they are not chiefly job seekers or factors of production. After all, how many of us, if we were given the choice of our children earning a lot of money and being bad, or struggling economically and being good, would choose the former?

 

From DSC, a portion of my thoughts back to Andy Thorburn on this were:

A great article, and highly relevant.  It’s also timely, as the jury is starting to come in for me re: the Common Core.  I’m not a big fan of it, because of how it was created and who developed it (few if any teachers were involved with creating it; I’ve been reading the postings from Anthony Cody for his research on these topics; example here), and the devastating impact it could have on students who are already struggling with school as it is.

Re: K-12 education:
I’m disheartened to see what education has/is becoming — packing people into molds (by age) and not helping students identify and develop their passions, gifts, abilities. I’d like to see us provide students with more choice, and more control over their own learning. We’re all into lifelong learning now, so it seems to me that if someone enjoys learning, they will have a more enjoyable/productive lifetime.

Hal Plotkin, at his keynote speech for the Sloan Consortium, said that we shouldn’t use the term “drop outs.” Instead, we should use the term “pushed outs” as that would help people better understand the dynamics at play.

Re: higher education:
I think the issue we have these days is that the price of education has forced the situation upon students/families that we find ourselves in — i.e. that when you are paying $100K-$250+ for an education, a student these days can’t help but be concerned about what job they are going to get, what vocation they are going into, how they are going to pay off their debt (which as of 2013 averages ~$30,000 per student), etc.   If the total price of an education were $10,000, one could take it easier on that front and pursue the type of education Larry Arnn discussed; which is a great education, by the way.
 

What’s the future of the CIO? — from cioofthefuture.com by Peter EvansGreenwood
CIOs have an opportunity to drive strategy and create business value, and not just reduce costs 

From DSC:
The sections entitled “The demise of the Chief Infrastructure Officer” and “Technology is now central to how our organizations engage their market” seem especially appropriate.

The CIO of 2020: The future of the Chief Information Officer — from innovationexcellence.com by Paul Muller

CDOs are reaching new heights — and quickly — from sloanreview.mit.edu by Michael Fitzgerald
Is the chief digital officer position the new path to the chief executive title?

 

 

 

Yale’s struggles signal broader challenges ahead for colleges — from christenseninstitute.org by Michael B. Horn

Excerpts (emphasis DSC):

For some time, the business model that supports traditional colleges and universities has been breaking. The ability to continue to implement sustaining innovations—more research faculty, more extravagant facilities, more administrative positions—that add cost by using increased revenue from a mixture of tuition, government funding, endowment returns, and donations is in peril for many institutions.

As a result, we’ve written about how there are a number of traditional higher education institutions that will likely merge or even cease to exist in the coming years. Many have suggested that this could not happen—despite the fact that a state like Georgia is already consolidating its public institutions of higher learning; that the situation is not so dire; or that it is something for which there will be a fix at some point.

The article relates how even five years after the onset of the recession, revenue sources have not bounced back at Yale: “More and more students require financial aid, endowment investment returns are still down, government funding is declining and tuition and fundraising increases are limited by the weak economy.”

The bigger point for traditional institutions of higher education beyond Yale is that with the repeated annual tuition increases over the past few decades, the middle class is increasingly being priced out of much of higher education. 
 
© 2025 | Daniel Christian