Archives For culture

While professor Laurie Essig’s post calling for Massive Online Open Administrations or MOOAs instead of Massive Open Online Courses (MOOCs) as the salvation for higher education must be recognized as a good work of satire, the post does reveal that we have a fundamental problem in Higher Education.

Whenever an industry is being radically disrupted the constituents within that industry will start to entrench their positions and defend the status quo that they know so well by taking pot shots at the people or groups who they believe are disrupting their world. This post reveals that many faculty are being threatened by MOOCs and technology in general and are opposed to being forced to change the way that they have been teaching. Similarly, many administrators are turning to the technology flavour of the day to improve the bottom line for the University and are often asking faculty to change simply for the sake of change. Yes, it is much more complicated and involved but the reality is that higher education cannot sustain it current practices and must change. The proverbial writing has been on the wall for a very long time. Change is happening.

Unfortunately, for Alberta instiutions the opportunity to be proactive and to control how to deal with the forces of change have passed. The Edmonton Journal article Mandate Letters Sent to Schools reveals:

On Friday night, Advanced Education and Enterprise Minister Thomas Lukaszuk sent out the first drafts of so-called mandate letters to top university officials outlining expectations under the new guise of Campus Alberta.

The notion of the “new guise of Campus Alberta” is not accurate. Various iterations of Advanced Education over the past decade have been warning higher education leaders and faculty that a voluntary move toward a collaborative Campus Alberta was necessary to sustain and improve education options for all Albertans. Unfortunately, time and dollars have run out and the once voluntary option has now turned into a mandate. Despite these strong words there still is an opportunity for Alberta Universities and Colleges to be proactive. Even though Advanced Education and Enterprise is requiring a move toward Campus Alberta the details on what the Campus Alberta will look like, how resources are shared, how institutions will collaborate is open for discussion.

Perhaps there is still time for the administration and faculty in higher education in Alberta to be proactive. Unfortunately, when you look at past performance as indicator of future potential is doubtful that there will be little more than a reactive response to the cutbacks. We only have to go back a few years to the late 90′s to see how well higher education reacted to forced change.

How can so many highly educated people continually miss the opportunity to proactively improve education. Pointing fingers isn’t going to help. When the faculty blame administrators (who were once faculty), when the administrators blame the faculty and when unions and everyone else blame the government we all loose sight of the fact that it will be our learners, our children, who will loose out.

How do we fix it? We focus on the learning. By building a learning culture that prepares our children how to learn how to learn we can prepare our children for an ever changing future. The solution is really that simple–unfortunately, changing or re-shaping our culture is the challenging part. We out it to our children to move beyond our personal needs and ambitions and take on this challenge.

“Ali Carr-Chellman spells out three reasons boys are tuning out of school in droves, and lays out her bold plan to re-engage them: bringing their culture into the classroom, with new rules that let boys be boys, and video games that teach as well as entertain.”

The 3 Reasons boys are tuning out:

Zero Tolerance - school culture is out of since with boy culture because schools restrict anything that can be perceived to be violent like: toy guns, pen knives, rough housing, writing games, wars, fighting or anything else that hints at violence.
Fewer Male Teachers – 93% of elementary school teachers are female which means our young boys are not getting enough positive male influence in their school days.
Kindergarten is the Old Second Grade – boys mature slower than girls and the compressed curriculum and demands that young boys are expected to sit down, be quite, follow the instructions and do what you are told when they are not ready to do so.

Ali Carr-Chellman suggests we need to meet boys where they are at and accept them for who they are. We can specifically do this by;

Designing Better Games – Educational games are fancy flash cards and don’t the depth and rich narrative or popular games.
Talk to teachers, parents, school boards members and politicians – to find ways to change the culture to decompress the curriculum and make the learning space more acceptable of boys.
Find more money for game design – it cost money to create good games
Change teachers attitudes – need to help teacher become more open and accepting of boy culture in their classrooms.

The goal is to have the boys leaving elementary school thinking they are smart. Unfortunately, most boys are not currently feeling this way.

PLEASE NOTE: There are several videos on Youtube that highlight the parable of the five monkeys and while this experiment is NOT based on actual research the principles extracted from the fable are still useful.

Most people or organizations who use this parable point to Harry Harlow the American psychologist best known for his maternal-separation and social isolation experiments on rhesus monkeys as the source for but the parable can more than likely attributed to the work of Gordon R. Stephenson:

“Stephenson (1967) trained adult male and female rhesus monkeys to avoid manipulating an object and then placed individual naïve animals in a cage with a trained individual of the same age and sex and the object in question. In one case, a trained male actually pulled his naïve partner away from the previously punished manipulandum during their period of interaction, whereas the other two trained males exhibited what were described as “threat facial expressions while in a fear posture” when a naïve animal approached the manipulandum. When placed alone in the cage with the novel object, naïve males that had been paired with trained males showed greatly reduced manipulation of the training object in comparison with controls. Unfortunately, training and testing were not carried out using a discrimination procedure so the nature of the transmitted information cannot be determined, but the data are of considerable interest.”

Sources:
Stephenson, G. R. (1967). Cultural acquisition of a specific learned response among rhesus monkeys. In: Starek, D., Schneider, R., and Kuhn, H. J. (eds.), Progress in Primatology, Stuttgart: Fischer, pp. 279-288.

Mentioned in: Galef, B. G., Jr. (1976). Social Transmission of Acquired Behavior: A Discussion of Tradition and Social Learning in Vertebrates. In: Rosenblatt, J.S., Hinde, R.A., Shaw, E. and Beer, C. (eds.), Advances in the study of behavior, Vol. 6, New York: Academic Press, pp. 87-88:

Culture Trumps Vision

October 11, 2012 — Leave a comment

“Toxic culture is like carbon monoxide: you don’t see or smell it but you wake up dead! Senior pastors do a lot of good things, but they fail to understand the impact of the existing organizational culture on their new, exciting vision for the church. It is like changing the engine on a sports car to make it faster, but it’s spinning its wheels in the mud. Or to use a different metaphor, they try to transplant a heart into a patient whose body rejected the foreign organ. No matter how perfect the new heart is, the patient had no chance at all unless the body accepted it.

Culture — not vision or strategy — is the most powerful factor in any organization. It determines the receptivity of staff and volunteers to new ideas, unleashes or dampens creativity, builds or erodes enthusiasm, and creates a sense of pride or deep discouragement about working or being involved there.”

Sam Chand author of Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration (Jossey-Bass Leadership Network Series) points out that culture not only trumps vision but once you understand that it is the most powerful factor in an organization that new shinny vision will not be realized until steps are taken to bring about cultural change.

To get at the heart of where your organization culture is at Chand recommends examining the answers to the following questions:

Chand also recommends forming an informal group to examine these and related questions. Identifying just how toxic your organization culture is a crucial first step, but you will still need to create the circumstances that will bring about the changes needed to move your organization culture to a better place. Unfortunately, this takes time and if an organization’s competitive advantage is its small size and ability to respond to new opportunities then a toxic culture will neutralize this competitive advantage. Furthermore, a toxic resistance to change may mean that it is too late for this particular organization. Seth Godin the author of Tribes: We Need You to Lead Us encourages leaders to recognize when it is too late and it is time to move on.

This can be a very tough pill to swallow for the people within the organization, but we all know it is often much more cost effective to build from scratch than it is to renovate. We are seeing the demise of many organizations across many industries so before we blame the economy, market, government or other external factors perhaps we need to take a closer look at the organization itself and, in particular, its culture.

The solution to this problem is to not let the culture get to the point where it is toxic. This requires balance of compassion, character, strength of conviction and sound leadership skills. Unfortunately, as Edwin H. Friedman points out in his book A Failure of Nerve: Leadership in the Age of the Quick Fix, there is a severe shortage of character and nerve in our society. In a rapidly changing world that is being projected forward by one disruptive innovation after another the difference between an organization surviving or thriving may be this strength of leadership and the ability to foster the circumstances that contribute to a strong, vibrant culture that motivates people to collaborate, serve and be and do their very best. What type of culture do you have in your organization and what are you doing about it?

To change a culture ask a grandmother to make the change.