1. The Ferl Practitioners’ Programme Transforming Teaching and Learning with ILT Z4.3 ILT and Culture Change

2. Z4.3 ILT and Culture Change

3. improve quality of the learning experience increase learner retention, attendance and raise achievement upgrade staff skills reduce workloads and bureaucracy Z4.3 Organisational Pressures ILT and Culture Change

4. Successful colleges tend to be those where the values, beliefs and underlying assumptions encourage practices and behaviour to match the college’s current strategic objectives. So why change? A college’s current culture may well have been appropriate to meet its strategic objectives and core business in the past but the world moves on Z4.3 ILT and Culture Change

5. College inspection reports show that many successful colleges have embraced IT and ILT Key further education source documents all state the need for greater use of ILT to increase the flexibility of delivering high quality teaching and learning Why, therefore, is ILT not embedded within all college cultures? ‘Success For All’ ‘Get on With IT’ ‘DELG Report’ Z4.3 ILT and Culture Change

6. College mission Strategic goals Vision of ILT in your college The shape of learning The shape of management The shape of management of learning Z4.3 teaching and learning managing teaching and learning managing the college’s business ILT and Culture Change

7. Efficient business processes Effective teaching and learning Quality culture LEARNER Attitudes and behaviours Z4.3 ILT and Culture Change

8. Leaders play a crucial role in organisational change Organisational Culture and Leadership Schein (1985) They influence organisational structure and processes But they also influence attitudes and behaviours! A positive attitude to ILT, support of its utilisation and regular personal use of technology is important if a leader wants to make a difference Z4.3 ILT and Culture Change

9. John Moulson, Director of Quality “You’ve got to have a full vision of where you’re intending to go. The journey is never a straight one and it’s very easy to lose sight of where you’re going, but by keeping focused on the end product, it’s surprising how many opportunities come along the way. It’s vital to have the support of senior management. It’s not a journey you can make on your own, and you need to have someone with the ability to make decisions.” Z4.3 ILT and Culture Change

10. Like any organisation, colleges are made up of a variety of people and personalities who may or may not welcome change It is the role of effective management to enable change to be seen as an important and ongoing part of a successful organisation All staff and learners need to be encouraged to develop and understand what works for them within the college’s strategic frameworks Z4.3 ILT and Culture Change

11. Mission and vision Leadership style Openness Communication and information sharing Teamwork Values and attitudes Tolerance of diversity Delegation

12. ILT and Culture Change Staff skills and development Teaching and learning styles Organisational structure Quality control Procedures, processes and systems External relationships

13. Incorporate ILT within the college’s strategic objectives Embed ILT within corporate planning processes. Act as role models in the use of technology Ensure staff and learners have a voice in any major decision-making processes Free staff time to integrate ILT Reward good practice Provide staff with the technologies to do their jobs successfully. Managers need to... Z4.3 ILT and Culture Change

14. Recognise and work through their own reactions Concentrate on what they can control Start creating a plan of action Share their experiences Practitioners need to... Find opportunities to embed information and learning technologies into their own practice Share effective ILT practice with colleagues inside and outside their organisation Become involved with local and regional ILT events PersonalPractical Z4.3 ILT and Culture Change

15. And finally...the 7Ss model StrategicFocus on core business; technological shift. StructuralRestructuring; merger; new areas of work; relocation. SystemsMIS; VLE; intranet; reducing bureaucracy. StaffingNew staff/new skills; staff development and training; freeze on recruitment; redundancy. SkillsTeaching, IT/ICT/ILT; communication; managing. StyleNew style of managing; team working; empowering individuals. Shared valuesClarity of vision and of culture change required; shift in values; shift in attitudes; shift in behaviour. Z4.3 ILT and Culture Change