![THE FLEXIBLE PROFESSIONAL A FUSION OF CULTURES TO SUPPORT LEARNING AND TEACHING Margaret Weaver, Head of Learning, Information and Student Services, University of Cumbria, UK. [email_address]](https://image.slidesharecdn.com/flexibleprofessionalnoanswers-100718101516-phpapp01/85/The-Flexible-Professional-a-fusion-of-cultures-to-support-learning-and-teaching-1-320.jpg)
The Flexible Professional:a fusion of cultures to support learning and teaching
- 1. THE FLEXIBLE PROFESSIONAL A FUSION OF CULTURES TO SUPPORT LEARNING AND TEACHING Margaret Weaver, Head of Learning, Information and Student Services, University of Cumbria, UK. [email_address]
- 3. Our Location Airports Newcastle - Carlisle 1hr, Lancaster 2hrs Manchester – Carlisle 2hrs, Lancaster 1hr Lilly hall
- 4. Outline UK context – higher education environment Developments in library super-convergence Partnership working between professions – a case study – University of Cumbria Role Design Leadership perspectives on change: the role of emotion Conclusions
- 5. HE policy – what is a university? Where and how will I study? Open Content I can generate my own stuff Economic Downturn Accountability Am I getting value for money? Student, employers, parents expectations and needs/wants I want an interesting job that pays well Future of Libraries? I prefer working with other students Blended and flexibleLearning innovations I learn to suit my busy lifestyle Learning Environments Learner Support Flexible Professionals Technological possibilities Can I get online support 24/7? The changing context of the student learning experience Social Sustainability Personal development I need to belong Can I get to University? Uncertain times
- 6. Fusion: Why Super Convergence? Mission Libraries as Place Information Commons Simplification Shared Services SCONUL Future of Libraries COLLABORATE
- 7. Fusion: Multi professional areas Librarians Academic Skills Tutors Digital Skills Tutors IT Support analysts Learning Support and Development Tutors Careers Guidance Counsellors Money Advisors Disability Advisors Information Advisors Facilities Management Staff Developers Academic Developers Administrators Learning Technologists Student Learning Assts Estates Operatives
- 8. University of Cumbria A Case Study: Super convergence: fusion via partnerships and … emotions Learning, Information and Student Services (LISS)
- 9. LISS –Strategic Context Two phases – the strategic “sandwich” Aim: Effectively combined service for a distributed university – integrated teams to meet: Students: age, ability, location, aspiration: holistic and developmental Staff: interesting roles spanning the specialisms; increased flexibility Affordable and efficient Agile and flexible
- 10. LISS - Overview Integrates appropriate technology Aligns with changing Faculties and subjects Enables increase in user self help and self reliance Fits learning modes and campus types Meets payroll challenge: post reduction Gives prominence to Further Education Extends reach of professional areas Not a bolt on Thinking outside the box! Other services and faculties -synergies
- 11. Learning, Information and Student Services (LISS) PENRITH Progression Hub AMBLESIDE Infrastructure Hub LANCASTER Learning & Wellbeing Hub CARLISLE Information & Advice Hub Staff STUDENTS Partners
- 12. LISS Teams Learning Core Learning Centres Learning Advancement Learning Strategy
- 13. Service Model
- 14. LISS Senior Management- Phase 1
- 15. Thinking to inform What should we stop doing? What should we start doing? What should we continue doing? What can we do with others? Leadership and Management Framework
- 16. Can any activities be further merged or changed to save more and/or be more efficient? Can the work be distributed differently? The “Blended” front line – what should it be? Central or distributed activity? Anything missing? Location? What business processes should be reviewed?
- 17. What we did Remembered Students: Learning Modes Recorded our strengths Think the unthinkable New Service Delivery model Frontline/backroom Self help Increased emphasis on holistic liaison Staff engagement and identity Greater use of students Redefined Expectations eg Gateway Campus Managers
- 18. Fusion: Role Design Generic role descriptions Customer service resolution – not reception Flexibility Specialists layer Cost conscious Policy leads Project Synergy: further blends and fusions
- 19. Implications Senior managers – self leadership Identity and culture shock Permeable boundaries – accommodation changes Interfaces – internal and external Join up – no territorialism Leadership qualities during times of unprecedented change Emotional labour!
- 20. The place of emotion Hochschild’s managed heart Emotional Intelligence Emotional Labour work Self regulation Emotional dissonance Re frame it! Flexible thinking Fusion of mind and body
- 21. Cognitive Dissonance Cognitive dissonance is an uncomfortable feeling caused by holding two contradictory ideas simultaneously. ... en.wikipedia.org/wiki/Cognitive_dissonance a conflict or anxiety resulting from inconsistencies between one's beliefs and one's actions or other beliefs en.wiktionary.org/wiki/cognitive_dissonance in Festinger's theory, a state of tension created when there are conflicts between an individual's behaviour and beliefs, or between two beliefs. www.tuition.com.hk/psychology/c.htm Doubt that occurs after a purchase is made, which can be alleviated by customer after-care, money-back guarantees, and realistic sales presentations and advertising campaigns. www.prenhall.com/rm_student/html/glossary/c_gloss.html
- 22. Flexible Thinking “ Flexibility is underrated. Often, people who are flexible are seen as pushovers or weaklings. This is not always true. Being flexible to deal with life is usually the best thing you can do for yourself. Instead of getting angry or frustrated find a way to bend in a new direction to deal with the current situation” Words and Image by Bob.Fornal CC Licence http://www.flickr.com/
- 23. Leadership is… Goolsby Leadership Model The Healthy Leader CHOSE – characteristics Confidence, Hope, Optimism, Self Efficacy Telling Stories Personal risk taking Forging quality connections to others Abundant thinking
- 24. Leading with Emotional Labour “ Strong emotions can have either a positive or negative effect on performance” “ EL is an important and overlooked function performed by effective leaders” Personality traits Situational Risky
- 25. Emotional Intelligence Accurately perceiving emotions in self and others Using emotions to facilitate thinking Understanding emotional meanings Managing emotions (Mayer and Salovey, 1997)
- 26. Emotional Traits (1) Knows where he or she is going – takes the organisation Realistic understanding of oneself: emotions. Strengths weaknesses, needs, and drives Respect individuality and diversity Sense of humour Cognitive ability to deal with complex scenarios/situations Self Awareness
- 27. Emotional Traits (2) Skill at diagnostic, strategic and tactical reasoning Stable temperament and ability to maintain emotional balance under constant tensions Comfortable in making judgment calls and comfortable with ambiguity Flexible in adapting to change or overcoming obstacles Integrity Self Regulation
- 28. Emotional Traits (3) Visionary – able to build a shared vision and rally others around it Articulate direction for the library Optimism (even in the face of failure) Motivate people to develop and adhere to a shared vision Commitment to job. organization, institution and profession Motivation
- 29. Emotional Traits (4) Keep organization focussed on high quality service Treat people with dignity/respect Exercises good judgment Good listener Attract build and retain talent/ Good interpersonal and people skills Empathy
- 30. Emotional Traits (5) Develop and foster partnerships Effective in leading change Ability to function in a political environment Collaborative Resonance (Inspiring people to work together to solve problems, inspiring excellence) and build rapport Social Skill
- 31. My emotional journey Dissonance reduction Being unselfish Reframing personal agency: Loss of control/Influence Examining values Finding inner strength and reducing inner conflict Emotion regulation - self and team Drawing on significant others Remembering worth – qualities of a converged leader Focus on bright future Recovery
- 37. Conclusions Uncertain times offer opportunity and challenge The quality and type of relationships you have are important Don’t overlook your emotional health or that of your team or organisation Do use others’ perspectives Collaborate as much as possible Paradigm shifts are possible and likely Super convergence offers new insights into professional identity Be a flexible professional and leader – future roles? Know the language of impact: communication Intelligent use of data We need a pedagogical model to describe the value of super convergence Fusion …not confusion
- 38. References Boss, Alan D. and Simms H. P Jr. (2008) Everyone fails! Using emotion regulation and self leadership for recovery. Journal of Managerial Psychology , 23 (2) p.135-150 Hernon, P and Rossiter, N. (2006) Emotional Intelligence: Which Traits are Most Prized? College and Research Libraries , 67(3), May p.260-275 Humphrey, R. H. (2008) Leading with Emotional Labor. Journal of Managerial Psychology, 23 (2), p.151-168 Kisby, C. (2008) Thinking and Acting with Abundance. Florida Libraries , 51 (2) Fall, p. 18-20 Quick, J. C. et al (2007) Managerial Dimensions of Organizational Health: the Healthy Leader at Work. Journal of Management Studies , 44 (2) March, p.189-205 Weaver, M. L and Beaty, E (2009) The flexible campus – joining up people, pedagogy, place and process . Peer reviewed paper presented at EDUCAUSE Australasia, 3rd – 5th May 2009, Perth. http://www.caudit.edu.au/educauseaustralasia09/program/abstracts/tuesday/Margaret-Weaver.php Weaver, M. L. (2010) The Flexible Professional . Paper presented at TICER International Summer School, University of Tilburg, July 28 2010
Editor's Notes
- #25: Ref:
- #37: Share in groups: Think of a time when your feelings took over at work? Perhaps One positive and one negative occasion/situation Why was this?How were they different? Were they different? What did you do about them? Did they help or hinder? What would help you to overcome any unwanted effects? How could you use these feelings in a more positive way during times of change? How can emotion play a part in leadership development at your institution? Feed back: Types of situations that elicit emotional responses 2. strategies employed to deal with them 3 How can we prepare for emotional labour work?