PG Cert AP: Day 2

The morning session picked up EDPM05 where it left off the week before, discussing curriculum design and setting learning outcomes. There was a discussion on the distinction between learning outcomes which are for students, and learning objectives which are more of a tool for staff when designing the curriculum. Advice given for writing good learning outcomes was to phrase them in the future tense, and make them achievable, assessable and easy for students to understand. It was recommended to build each outcome around a measurable verb, e.g. reflect, hypothesis and solve for high level outcomes, and describe, identify and measure for low level. Bloom’s taxonomy was cited as a source of inspiration in looking for these. In terms of practical considerations and UK HE culture, we were advised not to set too many learning outcomes as they need to be assessed, and too many learning outcomes can quickly lead to assessment overload.

To put this into practice we were given an example from a real-world module which, when inherited by the current programme leader, had 24 learning outcomes, and we were asked to find ways to reduce these. The programme leader actually got these down to 9 by clustering a number of them. Removing any of the outcomes wasn’t a possibility because that would have constituted a major change and triggered a re-validation.

The afternoon session was for EDPM08, the optional module on Digital Learning which I am teaching on, so I was there not as a participant but as a teaching assistant to support the discussions that were taking place. Today’s session utilised an audience response system so there was a discussion about the merits of using dedicated handsets over newer app and text based systems such as Socrative and PollEverywhere. Research was cited showing that such systems increased student enjoyment and engagement.

There followed a live application to get learner’s feedback on a discussion of Marc Prensky’s argument that today’s learners can be classified into digital natives or digital immigrants, depending on whether or not they have grown up with the internet. Critiques of this argument that we discussed included evidence that the multitasking Prensky claims digital natives are capable of is actually detrimental to performance, that he creates an artificial barrier between generations, and that the ability to manage the types of non-linear and non-hierarchical leaning spaces generated by the use of hyperlinking is more a matter of a person’s working memory capacity and pre-existing knowledge than any skills they may have gained by growing up with modern digital technologies.

PG Cert AP: Day 1

The first full session of the course introduced us to the UK Professional Standards Framework, or UKPSF, not to be confused with the UK Paintball Sports Federation. This framework is published by the HEA and defines 15 criteria in three sections – Activity, Core Knowledge and Professional Values, against which professional practice can be mapped. To gain Fellowship of the HEA you have to demonstrate ‘a broad understanding of effective approaches to teaching and learning support as key contributions to high quality student learning’ across all of the criteria.

Guidance given to complete the Fellowship application was to provide two examples, backed with evidence, for each of the 15 criteria. So 30 points in total, and for each one you need to answer the questions: ‘What do I do?’, ‘Why do I do it?’, and ‘What impact does it have?’ Helpfully, the mere act of being on this course demonstrates that you have met A5 on engaging in relevant CPD. One down, 29 to go.

In the afternoon we started to discuss how to design courses, and the QAA Quality Code was cited as the starting point if you ever have the problem of having to start from scratch. This was followed by a discussion on how to write good, relevant learning outcomes and how to design the course so that students are guided towards meeting those outcomes. This discussion will be picked up again at the next session.

Session 1: Induction and Academic Skills

being_knowing_doing

This first session of Leading from the Middle provided us with background and context of the course, including how the course has been designed and developed from what has gone before and the experience the CaPE team have gained in providing leadership and change courses for private enterprise over the last few years. Also covered were academic skills and writing conventions, resources available from the Library and HR, and what is expected from us as students, particularly around assessment.

The course has a single, two part assessment which comprises a 5,000 word narrative report which demonstrates personal transformation throughout the course, built around a work-based project, and a separate portfolio of evidence, around 1,000 words, which backs up the narrative report and is mapped to the learning outcomes.

Given the reflective nature of the assessment, a large part of the session was devoted to reflective practice and introduced us to concepts including Dweck’s growth and fixed mindsets, and Kolb’s learning cycle. The image above shows Snook and Nohria’s ‘Knowing, Doing, Being’ model where ‘Knowing’ is your education and experience, ‘Doing’ is your skills and competencies, and ‘Being’, a commonly neglected area which describes your beliefs and values. Also discussed were some common management styles – the seagull, the mushroom and the plate spinner – and the place of middle managers which we identified as both the most difficult position to be in, having to keep different layers happy, but also possibly the most influential.

The specified aims of the programme, as quoted from the module guide, are:

  1. Personal development of students;
  2. Develop transformational leadership;
  3. Lead and manage change;
  4. Transfer learning into the workplace.

There are detailed learning outcomes broken down into knowledge and skills, but there is also a more concise summary in the module guide which is it also worth quoting:

  1. Increased confidence in undertaking management responsibilities;
  2. Self awareness of preferred leadership style and preferences when communicating with, and influencing others;
  3. Understanding leadership theory and the principles of leadership, particularly within an HE environment;
  4. How to work with your staff to create a high performing team;
  5. Be equipped with skills and knowledge to hold conversations with a purpose such as providing feedback and communicating during times of change.

With regards to the work-based project, some initial thoughts I have are the implementation of a call logging system for the team, something I’ve wanted from day one but which could be difficult for political reasons, as the university does actually have a system in place but it is just not suited to our needs and so doesn’t get used; something around making improvements in accessibility of the VLE and learning materials, something I am already involved with but it could be firmed up to become a proper project with definitive outcomes; or developing some bespoke learning materials for our Oculus Rift, something I would like to do but it would need an academic partner and have some real pedagogic benefit to warrant the development time that would be required. HR will be approaching line managers during January to discuss possibilities and scope as it is a desirable aim of the project to get some concrete benefit for the university out of it, though from the perspective of the course the outcome of the project is secondary to how it is managed and how we change and use what we are learning in the delivery of the project.

A very positive session on the whole, and I hope that the more I learn the more I will be able to resolve the tension I have between being a developer and wanting to make things and help people, and being a manager with a duty to lead my team and take responsibility for all of our work collectively.

Finally, as a piece of ‘fun homework’, we were asked to think of a song that describes our management style. I think I have failed in this exercise, but I do think that Stealers Wheel’s ‘Stuck in the Middle with You’ does a great job of describing the position of middle managers in general!