Shelda Debowski, The University of Notre Dame: Advocacy and leadership for learning innovation
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Transcript of Shelda Debowski, The University of Notre Dame: Advocacy and leadership for learning innovation
Shelda Debowski
Senior Consultant, Higher Education Development
Shelda.Debowski.com.au
Advocacy and leadership for learning innovation
Learning Innovation & Reform
� Graduate Success � Flexible learning options / MOOCs � Industry connections /Work integrated learning � International focus � Engaged learners � Reflective practice � Lifelong learners � Learner focused …..
Leading innovation
New and different Undoing past practices Requiring new ways of thinking, doing, being….
fineartamerica.com
Engaging academics
What we need: Academics who are
� Knowledgeable about the proposed innovation / reforms
� Engaged in developing / embedding the new ideas
� Committed to changing their practices and values to reflect the innovations
� Committed to learning new skills and capabilities to support the innovations
� Strong advocates of the changes � Keen and able to contribute
Academic Identity
Academics and innovation
Innovation Barriers
� Strategy impediments (Kanter, 2006): � Hurdles too high, scope too narrow � Key contributors marginalised � Avoidance of failure / risk taking � Too many avenues being pursued
� Process: � Controls too tight � Planning, budgeting, reviews,
performance management, focused on meeting short-term KPIs and accountabilities
Innovation Barriers (2)
� Structure � Weak connectedness; strong segregation of possible
collaborators � Silos limit exchange, dialogue � Limited knowledge of relevant technologies
� Skills � Weak / dispersed leadership � Communication across the group is weak � Relevant skills for innovation not nurtured / encouraged.
Innovation Enablers
� Idea Generation and Creativity Process � Innovation culture � Strategy � Structure and organisation � Human Resources � Financial Resources � Information and Technology
Adapted from:
Typology of Innovation Enablers. Impactscan: a policy intelligence tools for regional innovation policy. Accessed at: http://extra.iwt.be/impactscan/tool/typology_of_innovation_enablers.htm
Innovation—the heart of the knowledge economy—is fundamentally social. Malcolm Gladwell
Creating the context for innovation: our challenge
� Innovative hotspots (Gratton, 2007) � Cooperative mindset
� Collective intelligence, insights, wisdom, learning, enjoyment, intellectual challenge
� Boundary spanning � Depths of relationships, trust, shared expertise, experimentation
and merging of knowledge � Igniting purpose
� Common and collective mission and purpose
� Productive capacity � Best use of talent; effective work context; productive work
flows, relationships managed, interdependencies and rhythms co-ordinated,
Who’s on your team?
Professionals
Other Stakeholders
Academic leaders
Academics?
Building your innovative vision
VISION � Do your academics have a clear sense of
priorities and purpose? � Do they match your set of priorities? � Will this really make a difference?
How?
http://www.ashpfoundation.org
Leaders, Models and Advocates
� Who is championing the push / initiatives? � Who are your models and advocates? Do they
have good standing with your academics? � How strong is the culture of support? � What do newcomers hear? � What are the rewards for being involved?
Implementation
� Are the initiatives feasible, practicable, achievable, well-considered and researched?
� Are your systems and infrastructure well set up and supportive?
� How much time and effort will individuals need to devote to the initiative?
Leading transitions
� Endings, losing, letting go � Neutral zone � New beginnings (Bridges, W. Leading Transitions)
Leading Learning Innovations
� Informed and credible � Articulate and present � Persuasive / passionate � Big picture and details � Leading the Change and the Transition � Generous and adaptable � Courageous
Universities: prepared & able?
� Understanding whole of institution reform � Preparation for leadership � Supportive professional / development staff � Consultative processes and expert facilitation � Project management as a change tool � Support during change and transitions � Sustainability of change agendas � System and process ready � Culturally disposed to innovation
Reflections:
� How would you rate your leadership of innovation?
� Is your university well
set up to support you?