Creating the 21st Century University
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The document discusses the need to create 21st century universities that develop lifelong learners and critical thinkers. It emphasizes that universities must embrace innovation, technology, flexibility, and measure their return on investment. Specifically, it argues that universities should focus on (1) developing transferable skills over specific subject mastery, (2) creating an environment conducive to experimentation and adaptation, and (3) remaining affordable and accessible to students.
Creating the 21st Century University
- 1. Creating the 21st Century University Rick Van Sant, Ph.D. Blackboard International
- 2. “If we teach today the way we were taught yesterday we aren't preparing students for today or tomorrow.”
- 3. You must create a teaching, learning and discovery environment that will develop a complete graduate with advanced critical thinking skills and the capacity for lifelong learning. The mastery of a particular subject will actually be a secondary outcome, with the primary goal to produce graduates who have mastered the ability to learn across disciplines and develop new skills throughout their careers.
- 4. You must be known as a place of innovation and build a culture of agility and adaptability. You must harness present and future technologies and provide an environment conducive to experimentation and quick adaptation in new methods of teaching, learning and research. You must embrace change and challenge tradition to ensure that all students who demonstrate ability will achieve at the highest levels.
- 5. You must accomplish this while remaining affordable and accessible. The challenge is how to do what you do at the lowest possible cost to families and to your other stakeholders and investors so that we can keep your university broadly accessible.
- 6. Four variables that we think help define the shift to 21st Century higher education thinking:
- 7. Institutional Flexibility: Higher education is less fixed in time, place, and offerings than it was in the past, and it is more opportunistic, and positive about measurement. While this is laudable, it is also necessary for surviving in a world with less funding and more demands. What’s Changed: An institution is no longer simply a set of buildings, a rigid organizational hierarchy and physical property. Institutions can be thought of as less tangible now but more focused on creating value for communities, engaging students and building intellectual property.
- 8. Student Mobility: The era of students attending one institution, being loyal to the brand and learning through a single set of offerings is over. Students surf life and options in the real world just as they do virtually. What’s Changed: Students vote with their minds, fingers and feet. They move around, assemble their own education solutions, follow their own leads or consult with peers, and rarely complain to authorities. Harnessing this, not ignoring it or missing the point, is critical.
- 9. Pervasive Technology: Technology is not optional at any level. It is here to stay and will grow and become more diverse as students continue to create their own communication, interaction and transaction modes. Faculty, staff and administration need to meet students where they are. New faculty have to come into the institution ready to engage as students do, and current faculty might need incentives to conform. What’s Changed: Students have been relying on a variety of personal technologies, and campuses are always catching up. Administrations need to make it clear to faculty and staff that communicating, interacting with, and providing services to students are cultural variables critical to faculty success.
- 10. Return on Investment: The institution as a cost center will give way to the institution as an investment and ROI center. Institutions often look at the costs of technologies, reorganizations and planning, as opposed to perceiving such expenditures as investments whose returns (or losses) can be charted.What’s Changed: Business models and business planning are becoming staples of campus redesign. By looking at investment strategies, return and loss can be monitored and used to guide later improvement, instead of simply appointing committees and hoping for the best.
- 11. What contributes to a successful 21st Century Campus?
- 12. • access engaging, interactive activities and assessments, anywhere, anytime? • receive individualized instruction and attention, even in the largest of classes? • complete self-directed remediation activities on a prerequisite or as needed basis? • be notified, and offered support, when they fall behind schedule or below expectations? • participate in a strong network of peers, mentors, and instructors for learning and living? What if students could:
- 13. • be offered a range of ways to engage in the life of the community based on their interests and expectations? • easily demonstrate their accomplishments to peers, instructors and potential employers? • be shown where they stand within their program and personal learning goals based on class benchmarks and professional standards? • experience the team-based, global, virtual, 24/7 world they will work in while they are still in school?
- 14. • spend less time on administration and more time on research, teaching and community? • easily transform their content and delivery to meet the new demands of students, institutional standards and employers? • access a wealth of high-quality, interactive course content and assessments from inside and outside the university? What if faculty could:
- 15. • more easily collaborate and share resources with local faculty, partner institutions and the global community of practice? • demonstrate learning outcomes tied to professional requirements and institutional goals as a part of their normal workflow? • be notified when students are performing below expectations and have a range of support options to offer them?
- 16. • continuously improve student engagement in learning and campus life? • have confidence in the success and cost- containment of new and innovative programs and services? • understand, track, and report on the complex factors and interactions that result in student success • demonstrate the attainment of learning outcomes tied to institutional goals and professional requirements? What if administrators could:
- 17. • provide required remediation more economically? • ensure business continuity for students in the face of natural disasters, terrorism, or quarantine resulting from pandemic disease or other catastrophes? • build alumni loyalty and provide students with high-quality, branded, customized, service- oriented learning and living experiences that they will want to return to throughout their careers as learners?
- 18. “We have moved from “know what” learning to “know where” learning.”
- 19. THANK YOU Rick Van Sant, Ph.D. rick.vansant@blackboard.com
Editor's Notes
- #4: So what are some of the common types of questions that educators should be asking…