Why do we do what we do?

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Why do we do what we do?. And other hard questions Jack McCredie University of California, Berkeley. Alternative Titles. The Geezer Talk What I did on my Australian vacation The relevance of proactive IT strategic planning in a post-modern society Dogs are more fun Part II. - PowerPoint PPT Presentation

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Why do we do what we do?And other hard questionsJack McCredieUniversity of California, BerkeleySnowmass Directors SeminarSnowmass Directors SeminarAlternative TitlesThe Geezer TalkWhat I did on my Australian vacationThe relevance of proactive IT strategic planning in a post-modern societyDogs are more fun Part IISnowmass Directors SeminarSnowmass Directors SeminarSnowmass Directors SeminarWhy do we do what we do?Enjoy the processIts fun!Enjoy the resultsEnjoy the rewardsSnowmass Directors SeminarWe do what we do because:we must be a tad crazy {56%}we get a great deal of satisfaction and fun doing it {94%}we are working with some of the brightest people on the planet {75%}we are building applications that will improve learning and/or our colleges or universities {88%}Snowmass Directors Seminar because:higher education is important and we want to be part of it. {94%}We are not wimps; we want real challenges.Theres always the chance we are this eras Gutenbergs. If not this, Id have to get a real job.It is etched in our DNA.Snowmass Directors SeminarWe do what we do because:Its our mission to help students get the technological skills they will need.We want to make a difference, and we care about students.Its so challenging and never boring.Education is essential to our nation & world.IT is at the heart of the education enterprise.We have great opportunities to experiment and explore.IT is FUN!!Snowmass Directors SeminarIt is very hard to get things done in higher education becausea vote of 36 to 1 is usually considered a tie. {52%}the tenure process inhibits teaching innovation. {43%}the enormous inertia built into the higher education establishment makes change difficult. {78%}Snowmass Directors Seminarbecausechange is difficult in all organizations & education is not very different. {63%}there are not adequate resources to make the required investments. {61%}improving learning with technology is not cost-effective. {17%}educational technologies have not been shown to improve learning. {36%}faculty members are often not rewarded for teaching excellence. {80%}Snowmass Directors Seminarbecauseinstitutions of higher learning are very complicated and we often do not understand the political dynamics.we are unwilling to take real agent-for-change risks.we havent found a balance between fostering innovation and enterprise support.there is poor leadership and bad management.Snowmass Directors Seminarbecausewe are still in the discovery stage of learning how people learn, with or without technology.faculty members are extremely conservative when it comes to their teaching methods.the complexity of our institutions is an inhibitor of change.academics are focused on debating issues not on taking actions.Snowmass Directors SeminarChange is just plain hard!!Example 1: City planning in PittsburghSnowmass Directors SeminarSnowmass Directors SeminarSnowmass Directors SeminarSnowmass Directors SeminarSnowmass Directors SeminarSnowmass Directors SeminarChange is just plain hard!!Example 1: City planning in PittsburghExample 2: Developing the ARPAnetWhere wizards stay up late: the origins of the internet, Katie Hafner &l Matthew LyonSnowmass Directors SeminarUCLASRIIMP #1IMP #2Sigma-7SDS-940First ARPA Network MapSnowmass Directors SeminarUCLASRIIMP #1IMP #2Sigma-7SDS-940First ARPA Network Map October, 1969Snowmass Directors SeminarHow can we learn to avoid costly mistakes of others?Its rarely easy to know what needs avoiding.We in IT probably cant most decisions are made by faculty, other admin., etc.Communicate, collaborate and share information and experiences.Admit when we make mistakes, and then advertise that we made them.In general we cannot differences too great.Snowmass Directors SeminarHow can we learn to avoid costly mistakes of others?Ask our peers, listen, collaborate, and work closely with our clients.Talk about our mistakes as well as our successes.Network, network, & network.Dont punish each other for honest mistakes.Learn about best practices.Snowmass Directors SeminarHow can we help to improve things faster?We need more research into the ROI of learning technologies do they really help?By planning not wishing.Think like a trustee.Engage the faculty & work with discipline specific professional organizations.Reward teaching excellence more than we do now.Snowmass Directors SeminarHow can we help to improve things faster?Become skilled in facilitation, group processes, and team building.Get rid of the dead wood!Constantly communicate with faculty, students, administrators, trustees everyone.Listen more to students.Become more involved in campus political process.Collaborate meaningfully not just in name.Snowmass Directors SeminarHow can we help to improve things faster?Get out of the way support the innovators.Ensure that we provide adequate support for faculty and students.Educate presidents and provosts.Gain trust and be active and enthusiastic.We cant; quit trying to lead with technology.Gain better understanding of human learning.Snowmass Directors SeminarUnderstanding Human LearningEarly lessons from graduate school at CMUHerb Simon, What makes Technology Revolutionary, May/June 2001Snowmass Directors SeminarSnowmass Directors Seminar