Last week on twitter, and after a very long conversation with that Dave Cormier I posed the question “What would a learning space look like if you designed it in networked culture, where identity is more important than role?” I started thinking that the way to answer this may be by using scenario planning, designing some different scenarios and looking at what kind of spaces would work in each of the quadrants. Then on Sunday morning Doug Parkin tweeted a link to an article in the Harvard Business Review by John Boudreau. Few things are more important to the success of your estate plan than the attorney you choose to design and draft it. Almost as important is the relationship that is formed between that attorney and other professional advisors who serve you in the areas of financial advice and accounting. All successful estate planning is the result of several professions working together for the good of the client. However, professionals of one group sometimes have misconceptions of professionals belonging to other groups. For example, the financial advisor may see the estate planning attorney as little more than a document scrivener. But this is far from the truth. Many attorneys who limit their practice to estate planning are values-based, relationship-driven, client-centered and counseling-oriented. And the good ones are willing to work together with other professionals on your behalf. They understand that thorough estate planning involves more than just legal advice. The key is to find those attorneys who meet this description. So where do you find these rare creatures? How do you know if you’re dealing with the right kind of attorney? The right kind of attorney will have an orientation toward relationship-building and counseling rather than mere document preparation. The first thing he or she will offer is the ability to listen carefully to not only your goals – but also your hopes, dreams, and aspirations for yourself and your loved ones. The attorney will carry on a sensitive dialogue that will enable you to make clear your wishes to maintain control over your affairs, to be cared for properly in the event of a disability and to provide meaningfully for your loved ones after you are gone. You can click reference for the Estate Planning Attorneys Serving Cape Cod & The Islands And Southeastern Massachusetts.
All work in the future will fall into these four quadrants: https://t.co/9TQDwJ0tSY pic.twitter.com/lDHpF5n2ke
— Harvard Biz Review (@HarvardBiz) March 20, 2016
The article looked at 5 forces for change in the workplace:
- Social and organizational reconfiguration.
- All-inclusive global talent market.
- A truly connected world.
- Exponential technology change.
- Human-automation collaboration.
They used these forces to design 4 quadrants along two axis Technological Empowerment and Democratization of Work. The top right of the quadrants (at max tech empowerment and democratization) was referred to as Uber Empowered. I don’t fully agree with their conclusions, or indeed the 5 forces listed. But I was struck by this extract from that quadrant’s description:
“… New work and technology models include on-demand artificial intelligence, extreme personalization, and secure and accessible cloud-based work repositories. These repositories will reside outside any single employer and provide a searchable location where work and workers can be identified and matched using a common lexicon. They will contain worker capabilities and qualifications, organization work requirements, constantly updated work histories, knowledge and learning sources, and reward systems…”
I started wondering how much of this we already have for academic staff, scholars are no longer tied to desks and offices, and more and more we see ad hoc collaborations in many areas of teaching and research. Already with the use of technology, work and productivity platforms (such Dropbox, Google Drive, Microsoft 365 etc), social media platforms and an individual’s ability to publish instantly we have (or are at least moving toward) a networked culture. As we implement big data and analytics across the academy many academics will be able to use this to better demonstrate and quantify their work, in both teaching and research, and where appropriate public engagement. (Whether we see this as a good thing or not is another debate.)
I asked about a learning space within a networked culture, perhaps this is the wrong framing, as it centres the discussion around the student’s journey. But the reality is that we are inviting students into an existing networked culture, both in physical (the institutional estate) and virtual. We want students to adopt the attributes of scholarship. Why not consider instead of the learning space, an academic space, a space that all staff and students can use and interact, for research, for learning and for learning and professional support? Where students can see the effective use of the virtual space by established academics and model that behaviour, and where staff can interact with the ideas and perhaps new behaviours of students?
Beyond that, what if instead of basing that academic space in one institution, we based it in 10 or 100? What if the space was a community resource that wasn’t just for staff, and students during their course but was there for alumni? A space that as well as being steeped in academia, also leveraged the skills of alumni, bringing in innovation and helping to inspire students?
I don’t know what this space should look like, but with adoption of new practices, the prevalence of big data and the ability to use it in a variety of ways, we should be thinking critically about what the digital space (and how it integrates with physical) looks like.