Collaborative Learning

image: flickr Andross

Rewriting the introduction to the Virtual Teams Module this week and, more particularly, redesigning the process.


I want this to be an interactive and collaborative module which simulates virtual team working, so I am asking students to work together in small teams, on a project of their choosing and to present their final work electronically (as we never meet face to face on this module!)

In the midst of my ruminations on this I was given an idea for a blog post by my Twitter compañero @ffolliet :

"The sadness about education is that clever people can't always share their wisdom".

I think what he meant was that some very knowledgeable teachers are not very good at expressing and sharing what they know - and that is certainly true.

There is a famous cycle of learning that shows the learner moving through unconscious incompetence ("I don't know what I don't know" - the pre-learner) through conscious incompetence ("aaagh! I am terrible at this!" - the beginning learner) onto conscious competence ("hey! I am getting the hang of /pretty good at this!" - the apprentice) and finally to unconscious competence ( "I can do this in my sleep" - the Expert).

Teachers, it is alleged, are worse than useless if they are at the Expert stage because they have forgotten the struggles of learning, do not necessarily know how to help someone get to their elevated levels and can't understand why someone else is struggling to grasp the point. (see my earlier post on The Curse of Knowledge).

I think though when I first read this Tweet I immediately leaped to another interpretation: how difficult we make it in education for very clever, knowledgeable and experienced students to share their knowledge.

In Distance Learning with mature, work based students I think it only fair to assume that students will have valuable skills, knowledge and experience to share and to build upon - so why should I think I am the only person worth listening to? - or assume that the set texts and articles I am recommending are the only knowledge worth sharing?

In Action Learning (and similarly in Person Centred approaches to teaching and coaching) we start from the premise that the "client" knows where it hurts and how to fix it - they just need help in articulating & acting on that knowledge.

So - just as @ffolliet's comment on Twitter stimulated me to write this blog and share something that deep inside I have known for a long time, just maybe forgotten - with a well timed question or prompt we can all bring out the cleverness inside each other. Student-directed groups, action learning sets, wikis for collaborative writing are all spaces where we can do this.

This isn't signalling mass unemployment for academics - just that the role has to change from being the clever person in the room who has all the answers to being the one who knows how to encourage everyone to ask clever questions of one another.

the moon and the finger pointing

image: flickr iron fillings

there's an old Buddhist aphorism about confusing the moon with the finger that points at it.....it's meant to warn against deifying the Buddha instead of grasping the heart of the message he brings.

Currently the most significant and devastating illustration of the error is in the stories emerging from Mid Staffs NHS Trust:

Hospital chiefs blamed poor record keeping and employed more coders to correct a seeming anomaly in their mortality figures. In the meantime, patients were ill cared for and received inadequate or incorrect treatment. The true message was lost as people focused on the medium delivering it.

Its easy to blame government's "target" cultures for such failures: everyone is so busy filling in forms they don't have time for real human contact. That's pretty much what Haringey said in answer to the death of Baby P.

And I think there is a truth here. What "target cultures" do is not just take up valuable person to person contact time in producing figures and reports, they start to convince us that those figures and reports are the real business and that the humans behind them are incidental. Because in fact what is happening is that the measure of progress towards a target is mistaken for the target itself. In this case, the figures were the pointing finger, whilst the real target is afterall the safe and humane care of a real live person.

On a different but related topic, last night my daughter (doing her A2s this year) was complaining about the amount of work she had to produce for her Business course. I was fairly dismissive in a kind of "when I was your age, missy" kind of a way until she revealed that she was compiling a report on Motivation that was expected to reach around 30,000 words. Yes. that's right - I didn't slip an extra nought in there. THIRTY THOUSAND words for an A level course work piece.

I read through parts of it and it was really quite good. I pointed out a couple of minor confusions about Herzberg, but she assured me she wouldn't be marked down for such errors, it was writing lots of stuff that would get her an A.

I accept she may have misunderstood instructions from her teachers in this assertion, but actually I think this does reflect some key messages she is getting from school: its not what or how deeply she learns that seems to matter, but whether she produces the volume of words deemed appropriate.

Target culture could even be said to be apparent in the area of social networking: rapid amassing of followers seems to be the goal of many on Twitter and Facebook, and a good deal of traffic is self-referential and solipsistic. But surely the aim of social networking is, well, you know, social networking? Conversation, meeting people, virtually or in real-life or both?

Focusing on figures, volume, reports, public inquiries, grades - those things we can measure and produce as evidence - makes us feel secure. It makes us feel we are achieving something. Because how do we measure learning? How do we measure caring? How do we measure humanity or our relationship to one another? That stuff is hard....

The moon is a long long way off: the pointing finger - well, now: I can quantify that!

Through the looking glass....

in a thoughtful exploration of learning and management @ffolliet caused me to wonder if it is possible to take "untrained" managers or students of leadership and management and support them learning "on the job" simply by providing a space for them to reflect on their practice.... or do we need in fact to provide initial "basic training" which is then honed by experience, supervision, coaching and reflection into "mastery"?

I mean, do we not at the very least have to provide "training" or induction into the process of reflection so that the learning process can begin?

This reminds me of some reflecting I have been doing elsewhere on the subject of.... reflection. Which comes first - knowing yourself or the ability to reflect? For me the answer is that we probably first learn to reflect in dialogue and through that process we start to know ourselves - and then we can go on to reflect by ourselves too. If we are lucky we learn this through talking with our parents and friends and then with great teachers. Then, more formally maybe with coaches, supervisors and managers....

When I was training to be a counsellor the question was how people make the first move from unawareness to wanting to become self aware. The answer then too seemed to be that relationship was the key - according to Rogers, people gradually learn through their relationships how to trust another's feedback as useful for their own development, and ultimately, how to provide that feedback for themselves.

So how do managers move from "doing" and practising according to skills and methodologies they have been taught ("programmed knowledge" as Revans called it) to reflecting, developing their own style, growing into "leaders"?

And how do students move from churning out assignments in response to teachers' questions, reproducing other people's thinking in academic essays, and into a deeper level of learning where they ask their own questions about the things that matter to them, and where they can both apply what they learn in the real world and reflect on that application and its effectiveness?

My "answer" is to try and develop processes that will get learners engaged in dialogue with one another, with me, and with themselves so that reflection becomes a habit.

This is not a new idea. Schön talked about this in the 70's. Coaching in the workplace, clinical supervision, action learning are all processes - indeed relationships - where reflection is taught, encouraged and supported.


In on line learning, spaces such as blogs and wikis can provide students, managers (or students of management!) with places to engage in reflection where they can receive feedback, engage in dialogue and reflect some more. Teachers (and other learners) have an incredibly important role to play in helping others to become more self reflective through dialogue of various kinds - through discussion boards and feedback on assignments for sure - in helping people to write, tell, sing or video their personal story....or as Winter calls it - the unfolding drama of gradual discovery.

15 minute manager

one of the techniques for "virtual leadership" we discuss in the module is the coaching conversation. Most managers usually complain they have no time for such luxuries ..... and you can't possibly manage people effectively over the phone.......but I thought this short piece had some good practical suggestions for catching up with members of the team.


http://blogs.harvardbusiness.org/cs/2009/02/the_31_coach.html

we don't always need long meetings or formal appraisals to let people know they are appreciated and check whether they need support.

Coaching in Organisations

In the final weeks of this module you are asked to explore a coaching approach to "distance" management - that is, moving from micro managing the team to a supportive, objective-setting stance that recognises the distance and the autonomy of the staff concerned whilst firmly contracting to get the job done.

I have been sent this link: http://www.cipd.co.uk/helpingpeoplelearn/_cchng.htm

which shows how a number of companies are developing coaching within their organisations. I thought it might be helpful....