effective models of innovation adoption in higher education
DESCRIPTION
Amber D. Evans-Marcu (Virginia Tech, rSmart) presents information obtained in her dissertation research regarding how awareness and adoption are often hindered by assumptions, misconceptions and a general lack of knowledge regarding any innovation. During her research, she unearthed a trove of adoption models specifically for use in higher education. In this session, she will explain how her experience and knowledge to apply a particular diffusion of innovation model, the Concerns Based Adoption Model (CBAM), came to fruition during the VT Transition from Blackboard to Sakai. She will also explain how other models can prove effective against significant resistance that can often arise across campuses from non-technical stakeholders, especially those unfamiliar with the open source ecosystem. In this session, Evans-Marcu will explain: * The importance of models * Selecting a model * Applying the CBAM model * Pitfalls to avoidTRANSCRIPT
June 10-15, 2012
Growing Community; Growing Possibilities
Effective Models for Innovation
Adoption in Higher Education
Amber D. Evans-MarcuVirginia Tech, rSmart
June 10-15, 2012
Growing Community; Growing Possibilities
Effective Models for Innovation
Adoption in Higher Education
In this session, I will explain:• The importance of models• Selecting a model• Applying the CBAM model• Pitfalls to avoid• Bonus – OSS Adoption!
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The Importance of Models
Strategy
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The Importance of ModelsStrategy
Suppose you had a classroom in which you had everything necessary for learning to occur.
What’s in it?
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The Importance of ModelsStrategy
Now, suppose you hadNO curriculum.
No framework to:organize those lesson plans, know what to teach, or in what order.
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The Importance of ModelsStrategy
Effectively,no strategy.
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The Importance of ModelsStrategy
What effects do you suppose NO STRATEGY
would have on the success of the learning experience in the classroom by the end of the year?
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Change Needs a Strategy
The Importance of Models
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Universities, Institutions, & Orgs know this.
Strategic Development & Planning
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Selecting an LMS / Academic Platform
The Importance of Models
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General process:◦Reference SWOT◦Identify need for [new] LMS◦RFP◦Test, Examine, “Kick the wheels”
◦Select an LMS – (Yay!)
Unique to Each Organization
Now What?
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Many Models in Higher Ed
The Importance of Models
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Based on Common Questions in Practice
A Taxonomy of Change Models
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“Grandpa” of innovation-diffusion models.
Rogers’ Diffusion of Innovations
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There must be dissatisfaction with the status quo.
The people who will ultimately implement any innovation must possess sufficient knowledge and skills to do the job.
The things needed to make the innovation work should be easily accessible.
Implementers must have time to learn, adapt, integrate, and reflect on what they are doing.
Ely’s Conditions of Change Model
“The broadest & most far-reaching of models.”
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Rewards or incentives must exist for participants.
Participation in the change process must be expected and encouraged.
An unqualified go-ahead and verbal support for the innovation by key players and other stakeholders is necessary.
Leadership must be evident.
Ely’s Conditions of Change Model
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“Stakeholder-as-change-agent”
Fullan & Stiegelbauer’s New Meaning of Educational Change
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“Change agent’s guide to the change process.”
Havelock & Zlotolow’sChange Agent’s Guide
“C-R-E-A-T-O-R”
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Interested in personal change over time.
Concerns Based Adoption Model (Stages of Concern)
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Applying the CBAM Model
(Stages of Concern)A Virginia Tech Case Study
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Interested in the personal, affective barriers.
Stage 4-6: Impact concerns
Stage 3: Task concerns
Stages 0-2: Self concerns
Concerns Based Adoption Model (Stages of Concern)
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Sakai Los Angeles 2011
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Whoops! (Do this, instead!)
Pitfalls to Avoid & What to Do
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Successful campuses and adoptions occur when a compelling case for the need is made.
Believe in the innovation. Acknowledge shortcomings (don’t lie).
◦ Develop a way to address the shortcomings. Recruit PASSION. Showcase and Share success. Continuously explore and evaluate what lies
ahead.
No Apathy! Embody the Innovation
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Don’t implement change just because you think it would be better.
Conduct the analysis, study the data. Test and Discuss
◦ If no better fit and no immediate need, skip it!◦ If potentials exist, investigate.
Use collaboration and collaborative words to describe the endeavor.
Take a multi-disciplinary (or multi-departmental) approach to solving problems.
Not “My Agenda” – Our Agenda
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Include the stakeholders. ◦ Advisory boards work well for quieter
participants.◦ Quarantine—but spend quality time with—the
loud, “squeaky wheels.” Leverage technology
◦ Survey your stakeholders◦ Communicate clearly and consistently◦ Be accessible (Help Desk, Faculty Center, IT,
etc.)◦ Make learning easy to access.
Don’t exclude! – Work Together
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Seek out your users (faculty & staff):◦ Dept & College Meetings◦ Local Sakai Advisory Board◦ Communicate: Email, Blog, Twitter, Facebook,
mailbox fliers, etc.
Research your users’ needs Review Tier 1, 2, 3 Help Desk questions Collect & review workshop evaluations /
feedback Conduct a change study*
Maintaining Momentum …
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Faculty and Staff get “stuck” at Stage 3: Task.
DON’T wait for them tocome to you.
GO to THEM.◦ Their instruction
depends on it!
Stagnation! (Don’t stop there!)
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Innovation:Open Source Software
Barriers, Remedies & Models?
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Open Source Software
Barriers Remedies
1. Knowledge2. Legacy integration3. Forking4. Sunk costs5. Technological
immaturity
1. Educate internal staff2. Use middleware solutions3. Self-resolving with
standards developed4. Consider open source in
areas without proprietary software & compare future cost streams of maintaining proprietary versus open source software
5. Evaluate open source software maturity models and case studies.
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People will change in their own time and with effective and timely interventions.
Just keep at it and apply the model that suits the need and/or enlist the services of knowledgeable, outside help.*
Always remember our REAL clients- the students.
Change is Scary – Some Consolation
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Amber D. Evans-Marcu Ph.D. Candidate, Instructional Design & Technology Informatics Instructor, Methodist College Academic Technology Consultant, rSmart
[email protected] (Virginia Tech) [email protected] (rSmart)
Twitter: AmsDiane4Tech
Contxt: Text “AmsDiane” to 50500 LinkedIn: http://www.linkedin.com/in/adevans/
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