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With the disruption to delivery models, timetables, and staff and student expectations in the last 18 months some institutions are struggling to maintain their faculty’s motivation and commitment. Some are wrestling with changing notions of autonomy and accountability.

With the disruption of delivery models, timetables, and staff and student expectations in the last 18 months, some institutions are struggling to maintain their faculty’s motivation and commitment. Universities are struggling to balance the need to provide their academic staff with more autonomy while ensuring they remain accountable.

Some academic staff still hark after the glorious days of academic self-management. The danger is that it doesn't take much for that 'autonomy' to be abused; The elderly professor earning the salaries of three junior colleagues, applying fruitlessly for funds for arcane and irrelevant research, with no PhD supervision duties and no teaching, is not as rare as we like to imagine. Such individuals demonstrate to newer faculty that they can achieve career advancement by being selfish. This breeds a culture in which those with a relatively light workloads do their best to appear overburdened in order to defer requests from others to 'pitch-in'. Most of us can identify such individuals.

The balance between academic autonomy and accountability defines the character of an institution from a faculty perspective. Autonomy and accountability are reflected in large part by how an organisation articulates leadership and management, two concepts that are frequently conflated inappropriately.

Leadership is about enabling with vision, providing clarity of purpose, illuminating the path ahead. This means communicating a clearly defined future state; a vision. Leadership does not require seniority. We often look to colleagues that we know to be skilled and confer the mantel of leadership on them. You can develop leadership skills, but usually within a specific context. A leader in one organisation at one time does not always adapt well to a different context. Some prove adaptable, but not all. Leadership is about empowering others to be more autonomous.

Management is quite different. Management is about implementing, maintaining, and curating structural processes within a given context. Everyone self-manages by this definition (calendar management, time-booking, etc). Beyond self-management, most organisations create tiers of managers to maintain policies and practices, to fulfil something externally imposed whatever legislative regulations or quality standards. Management is ensuring accountability.

We require leaders to trust the people they have responsibility for. Leaders need to provide supportive autonomy. Managers do not have to trust their people because they have tools to track them. They have instruments for accountability. It has been said that leaders make sure that the right things are done, managers make sure that things are done in the right way. 

Autonomy and accountability are two sides of the same coin. While some institutions have released faculty to get their own courses onto the institutional virtual learning environment, others had more structured approaches. In both cases, many have been unprepared for what changing models of delivery mean for accountability. Student complaints have surprised some institutions, mostly about the inaccessibility of faculty in the digital context. Students expectations need careful management. This does not need more systems to monitor faculty-student interactions, or appointing more people to watch people, and people to watch the watchers. It requires that new social-digital contracts be negotiated among all the participants and stakeholders in the University ecosystem.

Universities face challenges with some students and faculty struggling to adjust to the demands of balancing workload and practices of supporting flexible online provision. Going 'back to normal' for some will simply not be possible. This is a time when leaders and managers need to work together.

Managers need to hold the freeloader Professor and the 'too busy' junior colleague to account. Leaders need to define the future state of Universities in a language that faculty and students can make sense of. Together, they need to define, negotiate, explore and define new concepts of accountability and autonomy.

 

 

 

 

Photo by kerry rawlinson on Unsplash

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SOLE Information Session 4th August 2011

The 45 minute 'Information Session' session on Thursday (4th August) at the 27th Annual Distance Education Conference at Madison-Wisconsin produced a tweet from @lookstein "simon atkinson shares his flexible model for student-owned learning engagement - very valuable (and entertaining!)" so at least one person was interested!

The session was attended by some 50-70 people on day two of the conference at the stunning Monona Terrace Convention Centre and consisted of an introduction, this was the first US outing for the SOLE work, to both the conceptual model and the Excel Toolkit. The session was run from this WordPress site using a Resources page (which will remain here for people to access) to contain images and extracts, as well as the latest Excel Workbook file.

The session began with an interesting insight for me of the spread and diversity of people in the room. Representing K-12, Universities, Military Educators and a range of 'outreach' organisations. People identified themselves as roughly 75% 'Faculty' but a large proportion also identifying themselves as ID or instructional designers. After describing the contextual basis for the model itself, there was a fascinating exchange around the language used in the model, "What is meant by 'Social' context?" in distance learning, "What do you take 'feedback' to mean without faculty engaged?". The session ended with a live demonstration of the SOLE toolkit as it currently being used by me to design modules for a Postgraduate Certificate.

A very enjoyable session with some excellent in-session feedback and questions and some provocative questions along the way which is after all what the best conferences are made of.

Simon at Podium

2

SOLE Information Session 4th August 2011

The 45 minute 'Information Session' session on Thursday (4th August) at the 27th Annual Distance Education Conference at Madison-Wisconsin produced a tweet from @lookstein "simon atkinson shares his flexible model for student-owned learning engagement - very valuable (and entertaining!)" so at least one person was interested!

The session was attended by some 50-70 people on day two of the conference at the stunning Monona Terrace Convention Centre and consisted of an introduction, this was the first US outing for the SOLE work, to both the conceptual model and the Excel Toolkit. The session was run from this WordPress site using a Resources page (which will remain here for people to access) to contain images and extracts, as well as the latest Excel Workbook file.

The session began with an interesting insight for me of the spread and diversity of people in the room. Representing K-12, Universities, Military Educators and a range of 'outreach' organisations. People identified themselves as roughly 75% 'Faculty' but a large proportion also identifying themselves as ID or instructional designers. After describing the contextual basis for the model itself, there was a fascinating exchange around the language used in the model, "What is meant by 'Social' context?" in distance learning, "What do you take 'feedback' to mean without faculty engaged?". The session ended with a live demonstration of the SOLE toolkit as it currently being used by me to design modules for a Postgraduate Certificate.

A very enjoyable session with some excellent in-session feedback and questions and some provocative questions along the way which is after all what the best conferences are made of.

Simon at Podium

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