A Learning College for the 21st Century: LAUNCHING A LEARNING COLLEGE

Sunday, August 8, 2010

LAUNCHING A LEARNING COLLEGE

"American society is in a key stage of transformation from the Industrial Age to the Information Age, and all social institutions are - or will be - affected by the change. Many institutions, especially those of business and industry, have been actively involved in responding to these changes for some time; others, such as educational institutions, have begun to respond only recently and in most cases with a reserved enthusiasm. It appears that considerable benefit will accrue to those educational institutions that can successfully navigate the change while those that do not may atrophy or be consigned to the "rubbish" heap of history" (p. 225).

O'Banion asks crucial questions that is answered by his book:

1. So how does an institution begin the long and complex process of changing its culture to one that helps students make passionate connections to learning?

2. What can leaders do to launch a learning college?

It was said "if schools and colleges are to be redesigned, we must begin massive efforts of brainstorming and creative thinking, grounded in political, psychological, and financial realities. Only then will we be able to build anew" (p. 226).

Here are the steps needed "to build anew":

1. Capitalize on a Natural Trigger Event - a number of activities that constantly unfold in the life of a college can be used for "the trigger event." Example was Maricopa.

2. Give the Faculty a Test - involve all college constituents in an assessment of current values, missions, programs, needs, processes, and structures.

3. Round Up the Innovations - promote active and contextual learning; collaborative learning as expressed in learning communities; improve assessment and outcome measures; increase focus on the customer; flexible structures, improved teaching; application of Continuous Quality Improvement; application of technology; experimentation of resources; application of new models for decision-making.

Steering the Learning College Once it has Been Created

Build a Critical Coalition - the coalition that is to guide the learning college must be powerful enough in its representation and in its understanding and commitment to withstand the forces that resist change.
Create an Emerging Vision - the vision statement for the learning college is the guiding star by which the staff will steer their activities.
Involve all Stakeholders - the "new" science of management and leadership that prescribes flattened organizations, open communication, and empowered participation makes a strong case for involving all stakeholders in major reform movements.
Ensure Appropriate Support - appoint and project manager and provide support for the project.
Create an Open System of Communication - the project manager needs to ensure that mechanisms are in place for the communication that is needed.
Consider Consultants and Established Processes - using external consultants is helpful when addressing the entire faculty and staff; they can escalate learning for stakeholders, challenge reluctant participants, and help identify other resources.
Pay Attention to Language - examine official documents and daily language to assess the current emphasis of the institution.
Reallocate Resources - reengineer and downsize resources when needed.
Evaluate, Evaluate, Evaluate - evaluate activities and assess student outcomes
Commit to the Long Haul - be realistic about the time it will take to create this new enterprise.
Celebrate Changes and Accomplishments - develop a culture of celebration to recognize the milestones of special achievements.

"Creating a learning college is, in part, a journey into the unknown" (p. 247).

DO YOU DARE TO EMBARK ON THIS NEW JOURNEY?

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Quotes

When Describing Educational Reform - "All of these solutions work toward trimming the branches, when attacking the root is the only viable source of action" (p. 7).

"The reform movement of the past decade has been trimming the branches of a dying tree" (p. 7).

"Putting learning at the heart of the academic enterprise will mean overhauling the conceptual, procedural, curricular, and other architecture of postsecondary education on most campuses" (p.9)

"The student has always been the first priority in the community college, and the current interest in learning is the next evolutionary step in the continuing quest for quality education" (p. 28).

"The purpose of teaching is to help students make passionate connections to learning" (p. 28).

"Technology is like a Swiss army knife, in adept hands, it has many uses including that of opening a 'can of worms'" (p. 70).

"For technology to 'work' in the classroom, there has to be a convincing pedagogy and rationale behind it" (p. 82).

"The world is not won by those who are right. It is won by those who can convince other they are right" (p. 130).

"The community college as an institution is one of the most important innovations in the history of higher education" (p. 232).

About Author - Terry O'Banion

Terry O'Banion, Ph.D., is president and CEO of the League for Innovation in the Community College, an international consortium of leading community colleges in the United States and Canada dedicated to experimentation and innovation. He is the author of 12 books, including Teaching and Learning in the Community College, Innovation in the Community College, and Teachers for Tomorrow: Staff Development in the Community Junior College. During a 36-year tenure in community college education, he served as dean of students at two Florida community colleges and as professor of community college education at the University of Illinois in Urbana. Dr. O'Banion has written more than 100 articles on community college issues and has been a consultant to over 500 community colleges and universities in 45 states and Canada. He earned a doctorate in administration in higher education from Florida State University and holds a master's degree in guidance and counseling from the University of Florida.