Becoming an Agent of Change in Your Organization v6

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Beck Tench

Delivered at Michigan State University on Jan 23 2014 and Jan 24 2014.

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Becoming an Agent of Change in Your Organization v6

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CDE seminar conducted by Dr Gwyneth Hughes, Senior Lecturer in HE, Institute of Education. In this session Dr Gwyneth Hughes, a CDE Fellow, drew on her CDE research on ipsative assessment and a JISC funded project that she is leading at the IOE to explore why it is useful to analyse feedback for distance learners. It demonstrated a feedback analysis tool that has been developed as part of the project. Gwyneth, a CDE Fellow, teaches on Higher Education programmes within the Lifelong and Comparative Education department including the MBA in Higher Education Management. She also supervises doctoral students. She has undertaken research and published on a range of topics including: ipsative assessment, formative feedback, identity, blended learning, e‐learning, gender inclusivity, widening participation, online collaborative work, web 2.0, learning technologies and reflective practice.

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This module will help us create and sustain the energy we need to make change happen. We will look at a number of practical ideas, tools and resources to help us change the way we do change. We’ll look at why change fails and how you can minimise the risk of it failing by creating a shared purpose and understanding the different energies needed to bring teams with you. To find out more about the School, please visit the website http://theedge.nhsiq.nhs.uk/school

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David Ulrich is a true HR Management Guru. His HR Model and his HR Roles and Responsibilities changed Human Resources as we know it. The key HR Roles in the organization are: HR Business Partner Change Agent Administration Expert Employee Advocate This HR Roles define the strategic framework for Human Resources Functions all around the Globe. The modern HR Management is defined using these simply defined roles to identify key tasks, goals and objectives for Human Resources in the organization. David Ulrich defined the basic scope for Human Resources to become a strategic partner for the top executives in the company. The roles are strongly interconnected, but they deliver the real value added to the company, which is seen and valued by both management and employees. The modern HR Department cannot exist without a well defined HR Model. The HR Model describes how responsibilities are split between HR units and employees in Human Resources. It defines how key HR tasks will be delivered and who will be accountable for the delivery.

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We live in an attention economy where human attention is harvested, commoditized, and traded as a scarce and valuable resource. Information and communication technologies (ICT) use an evolving branch of psychological research called behavior design to manipulate our attention and behavior. Consequences of this affect what we do with our time and also our capacity for reflection and self-awareness, which has lasting effects across our life and relationships. This dissertation looks to attention restoration theory (ART) and participatory design (PD) for help in addressing the harms created by the attention economy. ART is an empirically validated theory that addresses how attention can be depleted and also restored. PD gives us an experiential and democratic framing for helping people have a say in the technology that affects their lives. Using PD to co-design restorative environments may help us restore and protect our attention on both individual and collective levels. The work of this dissertation uses PD, visual elicitation, phenomenological interviews, and focus groups to explore (1) how the design process itself might be restorative, (2) how co-designers' behaviors with ICTs change in the process of designing for others, and (3) how institutions might play a systemic, scalable role in protecting our attention. Doing this will involve analyzing data collected in two undergraduate design classes that used PD to design restorative environments on the University of Washington’s campus, and translating that curriculum to a relevant and feasible offering for libraries for and with library practitioners.

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Innovative work requires good ideas and risk-tolerance, but how do you create a culture in your institutions where a) innovative ideas happen frequently; and b) your institution is willing to take the risk and try them? Beck Tench will share her strategies for creating a culture of risk-taking, innovation and change at her institution in the hopes that others might be inspired and empowered to do the same.

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Innovative web work requires good ideas and risk-tolerance, but how do you create a culture in your institutions where a) innovative ideas happen frequently; and b) your institution is willing to take the risk and try it? In this presentation, I share my strategies (i.e. "Five Things You Should Do Even if They Make You Uncomfortable") for creating a culture of risk-taking, innovation and change at my institution in the hopes that others might be inspired and empowered to do the same. This was originally presentated at the ILEAD-U Cohort in Springfield, IL.

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http://becktench.com/hci/presentations/ Designing Compelling User Experiences (in Higher Ed) is a presentation I proposed for the HighEdWebDev 2007 Conference. The presentation covers eight information exploration/user research methods that can be implemented quickly and with no cost (exceptions include time and a few basic office supplies). I start out by asking the question “What makes an experience compelling?” and try to answer that with input from things far older than the web (namely evolution). Then, using the information domain of “washing laundry,” I explore four different methods of information architecture that I discovered from the MAYA Design folks at IDEA 2007 to learn how to organize and brainstorm an information space. After that, we bring a real user into the mix and talk about four methods of user research that have been particularly helpful in my redesign approaches at Pratt. Finally, I try to put everything into perspective by telling a personal story of a compelling experience I had getting a haircut and how trust plays a big part (bigger than research?) in the design of an experience.

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