HCC. August 16, 2017

Transcription

1 HOUSTON COMMUNITY COLLEGE HCC August 16, 2017

2 HCC Innovators Could the following people join us on stage: Collen Reilley, Ph.D. Dean, Center of Excellence for Visual and Performing Arts Desmond Lewis, M.A. Department Chair, Integrated Reading and Writing Nathan Smith, Ph.D. OER Coordinator Karen Saenz, Ed.D. Department Chair Psychology 2

3 Investing in Innovation (and Innovators) 3 3

4 HCC There is nothing innovative A guidebook to innovative practice We start by copying what some else is doing you will help us create our own version about a red box with printed $1000 to improve your work Share with us what you try and what you learn paper and money in it the Participation in Edgemakers with 30 other HCC faculty & staff this Fall innovation starts with you! 4

5 HOUSTON COMMUNITY COLLEGE Leadership for Student Success Kurt Ewen, Ph.D. Vice Chancellor, Planning and Institutional Effectiveness Houston Community College

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7 Keepers (creators) of Organizational Culture Architects of the Planning Process Vi Leadership for Student 4 necessary skills / dispositions Choreographers of Innovation Reflective Observers 7

8 Innovators need leaders who help them Innovation & Innovators leverage existing, new, proven or unproven methods or tools to improve practice, solve persistent problems or create a completely new offering, service, solution, product or idea. make important choices and trade-offs throughout their process. identify tools, ideas, strands or practices from other fields and apply it to a new context. see innovation as something more than right or wrong, failure or success, and to see innovation as an opportunity to consider, create, test, prototype and learn. Source 8

9 Collaboration for Student Success Habits of collaboration (and the corresponding habits of communication) help to ensure the legitimacy of our work by fostering trust in the process and in its results. Genuine collaboration is best realized when the habits of institutional leaders reflect the following: Decisions benefit from the expertise of those closest to the work being considered. Decision-making follows a process that has been developed, vetted, and disseminated to stakeholders in advance. Decisions are made after the opportunities for meaningful engagement in the decision-making process has been communicated to stakeholders. Decisions are made in a timely manner with collaboration appropriate the issue. Decisions are made with the expectation that the responsibility for engagement in the process is shared by all. Decisions are clearly articulated and broadly communicated. 9

10 Innovation = creativity at scale Ideas & Creativity Angel Investment Local funding (Time and money) 1000 Good / Creative Ideas Venture Capital Investment Grants and Local Funding Program at Scale Conceptualizing the Innovation Process Innovation Funnel in Higher Education

11 1000 Good / Creative Ideas Program at Scale Scale & Sustainability Conceptualizing the Innovation Process Innovation Funnel in Higher Education

12 Ideas & Creativity Angel Investment Local funding (Time and money) 1000 Good / Creative Ideas Venture Capital Investment Grants and Local Funding Program at Scale Scale & Sustainability Conceptualizing the Innovation Process Innovation Funnel in Higher Education

13 Institutional ritualized data related practices & expectations Area of Academic Concentration leading to work in higher education Data use by Community College Administrators Professional Experience inside and outside of higher education Organizational Culture

14 Hierarchical Positioning of the Administrator High Y Operational Utility Low Data Use Spectrum Interpretive Ambiguity Low X Interpretive Ambiguity High Z Operational Utility High Hierarchical Positioning of the Administrator Low

15 Interpretive Ambiguity Interpretation Sense-making Epistemology of Possession Epistemology of Practice Low Concerned with the accuracy or the correctness of the interpretation of the data and its application to practice Comfort with individual interpretation Focused on the plausibility of conclusions and proposed action Collective reflection provides validity to conclusions and proposed action High Institutionally defined expectations (ritualized practice) for when, how, and at what frequency Practices related to collective reflection on data are unique to particular groups Cook, S. D. N., & Brown, J. S. (1999). Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organization Science, 10(4), Retrieved from journal.informs.org/ Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: SAGE Publications. Page 15 15

16 Hierarchical Positioning of the Administrator High Operational Utility Low Data Use Spectrum Interpretive Ambiguity Low Interpretive Ambiguity High Operational Utility High Hierarchical Positioning of the Administrator Low Ritualized data related practices & expectations

17 Keepers (creators) of Organizational Culture Architects of the Planning Process Vi Leadership for Student 4 necessary skills / dispositions Choreographers of Innovation Reflective Observers With a concern for evidence

18 HOUSTON COMMUNITY COLLEGE Thank you! QUESTIONS / COMMENTS / DISCUSSION