The Missing Link in Educational Technology
Contrary to popular belief, effective implementation of educational technology (or EdTech for short) actually has very little to do with technology.
The problem is, we keep acting like it does... and it will be our demise.
In my career I've had the blessing (or the curse) to have worked in implementing technology in a number of industries from consulting, to commercial software development, to telecommunications, to transportation, to manufacturing, to universities, to large colleges, and medical schools. All of this has culminated in my latest mission - to define and execute the model to support the delivery of an education experience that equips our students to be successful in this world we are sending them into upon graduation.
Let me reach back into my curriculum vitae and pull out my medical school experience, for I feel it is here that we can draw some learning for the model we need in the educational sector.
When I first arrived at the large state medical school in Indiana, I was brand new to medical education. So I did what all good consultants do -- I created a process map of a "Doctor factory". While those in medical education became highly offended at the idea that something as noble as the intricate, complex exercise of creating a highly skilled physician could be captured in a remarkably understandable process diagram, I found it delightfully easy. (Note to all IT people. NEVER refer to the med school as a 'Doctor factory' in public, especially if they have sharp surgical instruments close at hand.)
What made it so simple to define the process was that the bright people who created it sat down at some point and defined what the expected outcomes of medical education looked like, as defined by a collection of competencies and skills that could be easily measured. There was an agreed upon national standard of what a doctor needed to know and be able to do in order for him or her to be called 'Doctor'.
But that was in medical education, not the environment I find myself in now. The likelihood of getting all of your educational outcomes and competencies defined in this level of detail is about as good as me winning the lottery without buying a ticket, or being mistaken for Brad Pitt.
But this is not the key practice we can borrow from the medical education folks.
The problem can be defined as this -- There's a missing box (or boxes) in your departmental organization chart.
In many fine medical schools, they have figured out what should be in the box. They even adopted a made-up word to describe it.... Informatics
Loosely defined, Informatics is the art of applying technology to achieve the teaching and learning outcomes. It is a skilled craft that combines a great knowledge of the learning process with a great knowledge of technology. It is the gap piece that many schools (and IT departments) lack.
This is a unique (and hard to fill) role. The person who is effective in this role usually has a teaching background augmented by technical training, and an unbridled energy and passion for helping others be more effective in the delivery of an exceptional learning experience.
It is not a teacher who likes to play with gadgets.
I would suggest that you look at your org chart, and consider adding these skills to your service offering.
The IT department in its current form is unlikely able to either understand or deliver this level of skill.
It will take a whole new skill set.
While the 'nuts and bolts' of IT are critical, having someone who can close the gap between the technology and the effective application of technology is even more so.
This is the missing link in our ability to effectively implement educational technology.
We need strong skills in IT to deliver a sophisticated platform.
We need strong project management and coordination of skills to ensure the operational delivery of technology occurs.
But we need someone (or several someones) in the gap. This is the missing link. You don't have to call it 'Informatics'. You could call it something like 'Educational technology coordinator', or something more creative. The key is to have these skill sets on your team.
This will allow your IT department to:
- Create a platform that is 'open for academic innovation'
- Create a culture of experimentation.
- Create opportunities for teachers to try things, and share their findings.
- Move security and the complexity of managing data, applications, workflow, reporting, etc. into the network.
- Get the computer out of the equation and focus on helping your teachers develop the skills, competencies, literacies and knowledge today's learners need.
If you don't, there is the strong possibility that the IT department will be relegated to a maintenance function - keeping the services running at the lowest possible cost, but not called on for innovative ideas or having a relevant voice in the organization.
All of this doesn't mean that you don't strive to get the academic and experiential outcomes defined for your school. Without a person on the team who understands both the learning process and technology capabilities, it will be most difficult to do so.
If you are not in education, then there is an equivalent position. Do you have someone on your team that can bridge the gap between technology and your key products or services?
Ideas like this require big change, and a different way of thinking. So let me remind you, it's not the strongest of the species that typically survives, but the one that is most able to adapt.
Do you agree? If so, what have you done in your school to bridge the gap?
Do you disagree? I'd love to hear your ideas.
_____________________________________________________________
Image: Charles Darwin. Used under Creative Commons license.
About the Author:
I’m the Chief Information Officer for Appleby College, in Oakville, Ontario Canada, where my team is transforming the delivery of education through innovative application of technology. I'm also a beBee Brand Ambassador.
I'm convinced that IT leadership needs to dramatically change how IT is delivered rather than being relegated to a costly overhead department.
In addition to transforming IT in my role as CIO, I look for every opportunity to talk about this... writing, speaking and now blogging on BeBee (www.bebee.com/@kevin-pashuk) , LinkedIn, ITWorld Canada, or at TurningTechInvisible.com.
I also shoot things... with my camera. Check out my photostream at www.flickr.com/photos/kwpashuk
""
Articles from Kevin Pashuk
View blogMy wife and I recently sat down and began to discuss our extended family. Now they are generally nic ...
I've often shared the story of one of most productive meetings I've ever been part of. · Early in my ...
[NOTE TO READER: Every so often I feel compelled to rant. Today is one of those times. And since I w ...
Related professionals
You may be interested in these jobs
-
Registered Nuclear Medicine Technologist
Found in: Indeed CA C2 - 7 hours ago
Hamilton Health Sciences Kitchener-Waterloo, Canada Full time\*\*Note: Posted wage rates are as of April, 2022. HHS is currently in negotiations to renew our Collective Agreement with OPSEU Local 273. Any increases to wage rates that may come as a result of negotiations, will be retroactively applied once negotiations are completed, and a ...
-
restaurant supervisor
Found in: Talent CA 2 C2 - 4 days ago
Chamunda Food Inc. Dieppe, CanadaEducation: Secondary (high) school graduation certificate · Experience: 1 year to less than 2 years · Tasks · Establish methods to meet work schedules · Requisition food and kitchen supplies · Supervise and co-ordinate activities of staff who prepare and portion food · Train staf ...
-
hairstylist
Found in: Talent CA 2 C2 - 8 hours ago
BOB'S HAIR & BEAUTY BAR LTD. Surrey, CanadaEducation: Secondary (high) school graduation certificate · Experience: 2 years to less than 3 years · Work setting · Urban area · Barbershop or hairstyling salon/studio · Tasks · Book appointments · Cut and trim hair according to client's instructions or preferences · Shampoo cu ...
Comments
Wayne Yoshida
6 years ago #19
Ken Boddie
6 years ago #18
Kevin Pashuk
6 years ago #17
Thanks so much Harvey.
Kevin Pashuk
6 years ago #16
Speaking of metaphors Jim, your statement 'beautiful looking ads that have no real idea at their core' reminds me of some people. For us curmudgeons, it's a good thing we have a lot of ideas, since we are not often mistaken as beautiful.
Kevin Pashuk
6 years ago #15
I think you went to a pretty good school Don if you can use a word like 'obstreperous' in a sentence.
Kevin Pashuk
6 years ago #14
Thanks Gert. While this skill may be scarce, it is a very necessary skill to have in the organization
Harvey Lloyd
6 years ago #13
Jim Murray
6 years ago #12
don kerr
6 years ago #11
Gert Scholtz
6 years ago #10
Milos Djukic
6 years ago #9
Which means I agree with you.
Kevin Pashuk
6 years ago #8
Thanks for the kind words Milos.
Milos Djukic
6 years ago #7
Kevin Pashuk
6 years ago #6
Some times Phil, our whirring little brains seem to be in synch. Frightening, isn't it? Enjoyed the link. Shared.
Phil Friedman
6 years ago #5
Wow, Kev, I can't believe I never notice "Start At the End". It's a first-rate post and missing it makes me wonder where I was or if the 100% distribution principle on beBee is always operating. I am going to go back to it and share it. And, of course, add my own two cents. https://www.bebee.com/producer/@friedman-phil/innovation-does-not-always-mean-progress Cheers!
Kevin Pashuk
6 years ago #4
Thanks Phil. Being outcomes focused is a concept I strongly ascribe to, but confusingly, have been unable to generate much interest for in the Blogosphere... even here on beBee. My post https://www.bebee.com/producer/@kevin-pashuk/start-at-the-end only received 500 views compared to the 2K+ I typically get.
Phil Friedman
6 years ago #3
Kevin Pashuk
6 years ago #2
Thanks for commenting Pascal. It always amazes me how much potential is lost because of trying to 'innovate' in traditional ways, using the same talent pool that created the situation organizations are trying to fix or improve. As you mentioned, there is always the NDA and 'intellectual property' (read 'monetize') argument, but that's why I like working in the educational sector. There is more openness to creating partnerships that bridge productivity and innovation. The real challenge is preventing bureaucracy, which such organizations seem addicted to.
Pascal Derrien
6 years ago #1