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Scaffolding Use of ICT
Sustainable Transformation
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The following is a discussion framework (very much a draft version!!) based
on observations and anecdotes provided by participants.
Key questions at all stages of development
- What is possible and under what conditions?
- What is desirable and why?
- What is feasible, how and when?
Important note:
The answers to these questions are never simply technological. These questions are about placing the use of technology into (pedagogical) practices being undertaken within (working) relationships within organizations (such as classrooms and schools). Hence the answers to these questions simultaneously involve technological, pedagogical, social and organisational dimensions. The complexity involved means that is very unlikely that any particular person can assume the role of expert in implementing the use of ICT practices of the organization. Expert-novice relationships may exist with respect to a particular aspect of a single dimension such as the operation of a particular digital camera. Typically expert-novice are very limited, however they are the basis upon which most individual participants are able to make valuable contributions to the overall task of integrating ICT into the everyday practices of the enterprise.
A common error is one in which an obstacle or problem is defined in terms of only one or two dimensions. The error in such an approach is that it reduces access to the available expertise required to overcome the obstacle or to solve the problem. Even a casual in examination of the Seven Steps Deployment Table will show the wisdom of involving the wide range of parties.
Sustainable transformation appears to involve
- Vision of the core endeavours (eg teaching & learning - not peripheral
matters such as ICT).
- Knowledge, experience and insight of core and peripheral matters
including ICT
- Strategy for managing improvement, change and transformation of knowledge,
skills, systems and culture
- Motivation for participants to collaborate
- And (local) initiatives addressing constraints to bring about the transformation
Each of these elements breaks down further
Vision
- Notions of how things might be and how things might happen and be done
differently
- The vision needs to incorporate both
- a plausible ' demonstration' of the achievement of the purposes
involved
- and the feasibility of doing so (rationale)
- Making links between parts, sections, ideas... reducing complexity without
reducing richness
- Identification of personal opportunities for action and achievement
- An understanding of the costs (requirements) and benefits (improvements
& innovations)
- Assurance that the transformation will involve authentic teaching and authentic learning
- Confidence that requirements and expectations of the school/system,
students, families and the community can be met
Knowledge, experience and insight, that is, the working knowledge
needed to respond to the local and current
- Possibilities including the possible contributions of ICT
- Opportunities
- Obstacles and limitations (constraints)
- Requirements (technology, skills...)
Strategy, that is, ways of dealing with a complex
challenge including
- Systems thinking moderated by values
- Aligning purposes, 'policies' and practices
- Consideration of systems, culture and resources
- Understanding how to manage improvement and change
- Placing any initiative in a key system component that will influence both
operations and culture
Process
Technology
by itself will not transform the class program. Only teachers can do that
with the appropriate support
from colleagues and/or the institutions in which they are are
working.
This will
require a systems approach using back casting
-
Identity the
transformation results that is What to change to
-
Identity
what needs to change
-
Work
out how to cause the change
Motivation
- Matching vision to individual values and preferences, eg, a Myers-Briggs
framework would suggest consideration of fun, duty, rationale and/or ethos
as prime motivators for different teachers
- Everyone is tuned to WII-FM (what's in it - for me?)
Initiatives
- Leadership: eg, Blanchard et al would suggest direction, coaching, support
or delegation according to competence and commitment of staff
- Opportunity: access to reliable technology, purpose, competence, commitment....
- Action that applies the technology and addresses constraints encountered
- Success (very important for sustainable transformation)
- Learning from success and failure
- Building on what works
All comment and feedback gratefully received (see email link below)
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