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KRISTEN ESHLEMAN | SEPTEMBER 15, 2015
DIGITAL LEARNING R&DMAKING SPACE FOR PARTICIPATORY LEADERSHIP
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- Dwight D. Eisenhower
“What is important is seldomurgent. And what is urgent is
seldom important.”
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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_
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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
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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
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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.
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HORIZONS IN HIGHER ED
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Why Digital Learning R&D?
http://tinyurl.com/dlrddavidson
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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
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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
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- 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.”
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- Dwight D. Eisenhower
“What is important is seldomurgent. And what is urgent is
seldom imporant.” THE “D” IS FOR DESIGN
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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:/
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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
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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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