Navigating the "New Normal" -- from the Lumina Foundation

— resource from StraighterLine.com’s blog

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CONCLUSION: THE IMPERATIVE FOR CHANGE
After centuries of excellence and decades of cyclical recessions, higher education has developed some bad habits. When facing budget shortfalls, colleges and universities have not always adequately addressed underlying cost drivers and have instead pursued short-term solutions. Today, the need for fundamental changes is inescapable. The demand for highly skilled workers is unavoidable, the economic effects of a better-educated nation unequivocal—the United States needs more college-educated workers than ever.

A half century ago, higher education helped transform America’s World War II fighting force into a powerful labor force. In unpredicted and unprecedented ways, colleges and universities expanded and met the challenge of educating millions of returning GIs. They responded with heart and innovation. Today, higher education faces another challenge. The road ahead can become a deep plunge into a fiscal morass, a financing disaster that results in severely limited opportunity — or it can become an invigorating time of innovation, strategic cutting and reinvestment, with a laser focus on student completion. Through your leadership, we can work together to reinvent higher education and ensure continued progress toward the Big Goal.

Quote from W. Edwards Deming:
“It is not necessary to change.  Survival is not mandatory.”

— I saw this quote over at Edupunks, Distance Learning, and Biology

The Rise of the ‘Edupunk’ — from InsideHigherEd.com by Jack Stripling

NEW YORK — The “Edupunks” will inherit the Earth … or at least some attention.

Those in higher education who continue hand-wringing over the relative merits of online learning and other technology-driven platforms will soon find themselves left in the dust of an up-and-coming generation of students who are seeking knowledge outside academe. Such was an emerging consensus view here Monday, as college leaders gathered for the TIAA-CREF Institute’s 2010 Higher Education Leadership Conference.

“We’re still trying to fit the Web into our educational paradigm.… I just don’t think that’s going to work,” said Mary Spilde, president of Lane Community College, in Eugene, Ore.

Today’s students are “pretty bored with what we do,” she added.

In a notable acknowledgment of the tail wagging the dog, several panelists alluded here to the possibility that if colleges don’t change the way they do business, then students will change the way colleges do business.

College leaders don’t yet know how to credential the knowledge students are gaining on their own, but they may soon have to, said Mark David Milliron, deputy director for postsecondary improvement at the Bill & Melinda Gates Foundation. We are not far from the day when a student, finding unsatisfactory reviews of a faculty member on ratemyprofessors.com, will choose to take a class through open courseware online and then ask his home institution to assess him, Milliron said. Colleges need to prepare for that reality, he said.

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Staying Relevant

StraighterLine's challenge to the rising cost of college

At a time when a year of college can cost as much as a luxury car, StraighterLine Inc. offers a cheap alternative: online courses starting at $138 a month, or $999 for a year of “101”-style classes typically taken by freshmen, ranging from mathematics to English to business statistics.

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From DSC:
I congratulate StraighterLine at being innovative — at making a college education much more accessible/affordable. As of November 1, 2010, StraighterLine continues to be the best candidate for the Forthcoming Walmart of Education.


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Concept, graphics, idea from Daniel S. Christian:
But free for your taking and implementing!

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What:

  • Choir Practice: A mobile-based method of practicing one’s part

Features

  • The ability for the choir member to go directly to measure ____
  • The ability for the choir member to highlight measures ____ through ____ (like highlighting text in Microsoft Word), then click on the play button to loop through those measures
  • One could speed up a song up or slow it down (without affecting pitch)
  • The application would allow for all of the vocal parts to begin playing upon downloading a pre-packaged song or the application could always start playing with a certain part (i.e. 1st or 2nd soprano, alto, tenor, or bass)
  • The musical notes could be the same color or one could choose to display the notes in different colors
  • Bonus features might include a video of a director directing this song

Why:

  • This type of thing would be a great cross-disciplinary assignment for your institution’s curriculum — Music and Computer Science come to mind for this application
  • Your institution could sell this application on Apple’s App Store to develop a new revenue stream
  • Your choirs could produce the packaged songs / tracks
  • Plus, such an app would help choir members learn their parts — 24x7x365 — in the car, on the road, in the gym, etc.
  • Enhances one’s ability to listen to other parts as well
  • Aids your marketing departments as you point to this as a solid deliverable from your programs
  • Creates “study aids” for your own school’s choirs/students as well as for choirs at smaller churches and institutions (worldwide)
  • Helps those choir members who don’t have access to a piano or don’t know how to play a piano

Have fun whomever takes this idea and runs with it! The choirs of the world will appreciate you — and so will their audiences!   🙂

Along these lines…another win-win here includes:

That students in the future (I hope) will be able to choose from a multitude of potential roles when presented with multi-disciplinary projects/assignments/courses:
  • Vocalists, pianists, and other type of musicians
  • Composers
  • Programmers
  • Graphic artists
  • Videographers / video editors
  • Audio specialists
  • Writers
  • Project Managers
  • Actresses/Actors
  • etc.
As such, students could:
  • Learn to appreciate other disciplines
  • Participate in/contribute to projects that could be published on the web
  • Exercise their creativity
  • Practice being innovative

 

Daniel Christian

The university lacks capacity to change education — from George Siemens

Make no mistake, dramatic changes are occurring in education. These changes, due to the reluctance of the academy to map activities to the reality of the external world, are driven by external innovation. Quite simply, higher education is not in control of its fate as it has failed to develop the capacity to be self-reliant in times of change. I’ve seen universities (such as University of Manitoba) reach out to consulting and accounting firms to provide structural and funding change recommendations. I’ve seen universities begin to partner with online course providers such as StraighterLine to extend course offerings because they (the university) are simply not capable of fulfilling these roles themselves – they lack capacity to participate in this new space of learning. I used to think that higher education and open access would do away with the dominant role of traditional publishers. It looks like I was wrong. Publishers are now offering full course content packages that blend textbooks with faculty-produced materials (i.e. McGraw-Hill’s purchase of Tegrity – a lecture capture software). The university’s reliance on external offerings to fill their capacity gaps is a growing trend. For some (traditional liberal education advocates) it’s a concern. For others (entrepreneurs) it’s a blessing. And for still others (traditional publishers and content creators), it’s a way to stay relevant and perhaps even become more integrated with educational institutions than was possible with a textbook publishing model.

From DSC:
Sorry George, but I just have to post this in its entirety, as I think that you are right on the mark here!

From behind my “lenses” the way I “see” this is that:

  • Higher ed must become more nimble, willing to change, and work to address our shortcomings.
  • We must be responsive to changes outside of our control (which is the majority)
  • We must experiment with things and be willing to fail. Because…

…we are not nearly as in control of things as we suppose.


From DSC:
Examville.com — the power of online exchanges comes to learning

Examville.com -- the power of online exchanges comes to learning

Also see:

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The power of online exchanges

The world changed, colleges missed it — from edreformer.com by Tom Vander Ark

A bunch of colleges are going out of business, only they don’t know it. They pretend that trimming costs and jacking tuition is a solution.  They haven’t come to terms with a world where anyone can learn anything almost anywhere for free or cheap. Art Levine, Woodrow Wilson National Fellowship Foundation, sees three major change forces: new competition, a convergence of knowledge producers, and changing demographics.

To Art’s list of three big change forces, add shrinking government support, the press for more accountability, and emerging technology…the next few decades will be marked by a lumpy move to competency-based learninginstant information and the ability to learn anything anywhere.

The shift to personal digital learning is on.  Some colleges get that.  Others will seek bailouts until they go out of business.  Working adults are getting smart on their own terms.

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From DSC:
Time will tell if Tom’s assertions are too harsh here, but personally, I think he’s right.

I have it that:

  • There is a bubble in higher ed
  • There also exists a perfect storm that’s been forming for years within higher ed and the waves are cresting
    .The perfect storm in higher ed -- by Daniel S. Christian

  • Institutions of higher education need to check themselves before they become the next Blockbuster
    .Do not underestimate the disruptive impact of technology -- June 2009

  • We must not discount the disruptive powers of technology nor the trends taking place today (for a list of some of these trends, see the work of Gary Marx, as well as Yankelovish’s (2005) Ferment and Change: Higher Education in 2015)
  • Innovation is not an option for those who want to survive and thrive in the future.

Specifically, I have it that we should be experimenting with:

  • Significantly lowering the price of getting an education (by 50%+)
  • Providing greater access (worldwide)
  • Offering content in as many different ways as we can afford to produce
  • Seeking to provide interactive, multimedia-based content that is created by teams of specialists — for anytime, anywhere, on any-device type of learning (24x7x365)at any pace!
  • “Breaking down the walls” of the physical classroom
  • Pooling resources and creating consortiums
  • Reflecting on what it will mean if online-based exchanges are setup to help folks develop competencies
  • Working to change our cultures to be more willing to innovate and change
  • Thinking about how to become more nimble as organizations
  • Turning more control over to individual learner and having them create the content
  • Creating and implementing more cross-disciplinary assignments

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While looking at the video for Sonos Controller for the iPad, I wondered…what if we could replace the selection below — i.e. the word music with the words “educational providers” — and then control which room received which signal/content?

Wow…talk about a home dedicated to learning!   🙂

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Time Warner: Apple TV would ‘jeopardize’ shows — from news.cnet.com

From DSC:
Yes, yes, yes…all the incumbents out there who refuse to reinvent themselves will buck against tech-enabled, innovative companies that introduce new ways of doing things that disrupt their current business model. It’s possible Time Warner will make less, but they could make more depending upon how they play things.

I have it that the same is true for institutions of higher education. There already is — and will continue to be — disruption caused by technological changes and new business models. We can either reinvent ourselves or get our butts kicked.

Relevant examples:

The Khan Academy brings Disrupting Class to life — from Disrupting Class by  Michael Horn

If you haven’t yet seen it, there is a fascinating video of Sal Khan speaking at the Gel 2010 conference. For those who haven’t been following, Khan is the creator of the Khan Academy—a non-profit that has over 1,800 videos for free on the Web that teach topics in Math, Science, the Humanities, and so forth—and have attracted such an impressive following that they have more viewers than even MIT’s open courses on YouTube. The Khan Academy reaches people all over the world with these videos, and recently Google awarded it $2 million to create more videos and translate them into additional languages.

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University of Florida Considers a Flat Tuition Plan — from StraighterLine.com’s blog

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Four ‘business model’ scenarios for higher education: An introduction to strategic planning through storytelling — from Gartner

This document and its related research has two purposes: (1) to equip higher education executives with a set of planning tools that enable actionable, institutionally aligned strategic planning through transparent communication and participation; and (2) to highlight several trends and technologies important in institutional strategic planning for the next 10 years.

Key Findings

  • According to Gartner experience, more than 60% of higher education IT strategic planning is isolated from the institutional strategic planning process, or the institution doesn’t have an institutional strategic plan, or strategic plans are not linked to the budget-planning process.
  • The technology of today is a disruptor of old business/institutional models as well as an enabler of new business/institutional models. Institution strategic planning cannot be done without considering the impact of IT.

Recommendations

  • Higher education CIOs who want to become the trusted business partner need to address the core mission of the institution in order to be able to make relevant contributions to the senior management and strategic planning.
  • Higher education CIOs should use scenario-planning methodology — strategic planning by storytelling — to involve, communicate with and align with institutional stakeholders.
  • Higher education CIOs should only use Gartner’s higher education “business model” scenarios as a context and guide in forming their own strategies, focusing as much on the collective journey as the end goal.
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