On April 1, 2022, I
was delighted to take part in a webinar celebrating the research and other
contributions made to eLearning by the late Dr. Karen Swan, who died in September
2021. The webinar was organized by Dr.
Raymond Schroeder and his colleagues at the University of Illinois-Springfield
and made available nationally by the University Professional and Continuing
Education Association (for details see: https://www.uis.edu/colrs/research/swan/). Below is the presentation that I gave as part
of the event. It was an honor to be able
to recognize Karen’s contributions to our field in this way.
***
I am very happy to join colleagues from across the U.S. and
Canada today to help celebrate the work and the legacy of our late friend and
colleague Dr. Karen Swan. Karen and I
were at different institutions throughout our careers, but we got to know each
other primarily through the Online Learning Consortium. OLC was created by the Sloan Foundation. It brought together a new community of
academics, instructional designers, media professionals, and educational
outreach professionals to explore and advance online learning in diverse
institutions nationally. It was where
many of us practitioners first met Karen.
In 2020, I co-edited the second edition of Leading the eLearning Transformation of
Higher Education. Karen had written
a chapter on learning effectiveness for the first edition of the book. For the second edition, she and Peter Shea
co-authored two chapters that focused specifically on what leaders of elearning
programs should know about teaching online and learning effectiveness. This recognized a reality in our field: many of the individuals who lead e-learning
units are not themselves teachers. I
count myself among that group. In the
first edition, Karen had written that eLearning represented a paradigm change.
“Leaders,” she wrote, “must be able to represent these issues to the
institution at large, especially when reporting to academic governance
groups” (p. 81). In the second edition, Karen and Peter explained that it is
difficult to lead in this ever-changing—ever-new, in a way—environment without
understanding both the opportunities
and the challenges that the
technology presents for curriculum development and instructional design and
delivery. And they recognized that
eLearning leaders often become institutional change agents whose job is to help
the institution adapt to a new teaching environment in a society engulfed by
social and technological change.
Karen and Peter looked at ways to evaluate learning
effectiveness in eLearning courses. “The
foundational learning effectiveness task for an eLearning leader” they wrote, “
. . . often involves justifying the
efficacy of learning online.” (p 76) “It
is therefore imperative,” they added, “that online learning leaders engage in
efforts to understand promising, research-based practices and the outcomes of
efforts to improve online education in their own contexts” (p. 77). A key to that goal is the Community of
Inquiry framework, in which learning happens at the intersection of three
elements that must be present in a course:
Social Presence, Teaching Presence, and Cognitive Presence.
They also noted that eLearning leaders need to “take charge
of the kinds of outcomes data that
their institutions collect,” as this will guide future innovation. They mention six particular outcome measures that leaders need to
communicate within their institutions:
Satisfaction
Retention
Course grades—or success
Achievement—or “enduring
understandings”
Proficiencies—or knowledge, skills, and
attitudes essential for the profession being studied
Performance, which Karen and Peter call “the gold standard” of
learning outcomes.
In the second chapter, Karen and Peter focused on four pedagogical
approaches that can be used in an eLearning environment.
The first is Constructivism,
an approach based on the idea that meaning
is something that we impose on the world around us. We construct meaning in our minds as we
interact with the physical environment, the social environment, and our inner
mental environment. In this view,
effective learning is active, unique to the individual, and tied closely to our
experiences.
The second approach is
Connectivist Pedagogy-- an idea closely tied to the technological
revolution. It maintains that learning
involves creating and using networks that
connect information to meaning.
This pedagogy, they say, is most evident in connectivist massive open
online courses (cMOOCs) -- guided networks of users who find and share content
with each other.
Their third model, Androgogy,
dates back to 1980, when Malcolm Knowles differentiated between teaching and
learning methods used in adult education with those used to educate
children. Knowles argued that, because
adults are often driven more by internal needs than external
requirements--courses should be organized around problems to be solved and
relevant to adult experience and their lives.
Finally, they describe Heutagogy,
a term developed when eLearning was first blossoming. In this model learners themselves decide on
the questions that they want to explore, with the faculty member serving as an
“expert guide.” It is, Karen and Peter
noted, a model that may be especially well suited to the eLearning learning
environment.
These different approaches to the teaching and learning
environment are marked by different senses—different understandings—of how people learn, what they learn, and how
teachers can guide that learning process. The
challenge for the eLearning leader is
to find a match among these different approaches with the institution’s
mission, culture, and strategic goals—and then to communicate with academic
units and bring the diverse academic and administrative communities together to
move ahead.
This is—at least for this generation of leaders—a continuing
process. In his book, Thank You For Being Late, Thomas
Friedman makes the point that we are in an “age of acceleration” caused by
rapid change in technology. But he also writes
that social change happens at a much slower pace than technological
change. This is a critical concern for
the field—how to be sure we evolve our institutional models to make the most of
new technological and social realities that are sure to emerge.
eLearning has developed over the past couple of decades into
a powerful learning environment that can help learners be more effective in a
new environment that affects all aspects of our lives. But it continues to develop, mature,
and innovate. Many institutions are just now coming to terms
with earlier innovations—things like Open Educational Resources, MOOCs, and
degree programs that share online students with other institutions. More recent innovations—condensed
micro-credentials, for instance, or the move to make community college (or the
first two years of the baccalaureate degree) free to students—could signal
broader changes that could make eLearning even more strategically important to
many institutions.
Beyond that, we’ve seen many institutions embrace eLearning
for the first time during the Pandemic.
It was an emergency innovation, and many K-12 and higher education
institutions were forced to innovate without a great deal of planning time. The pandemic helped to move eLearning into
the mainstream in a new way and to strengthen the need to understand the
learning environments in which it is most effective.
Clearly, in this environment of rapid adoption of technology
and great social change, our leaders must be able to communicate to their
institutions the best thinking about eLearning effectiveness and how to
effectively integrate it into our institutional culture. In the process, leaders must also become
scholars their fields-- who help the university know what is happening around the
world with eLearning-- the person who can tell academic and administrative
leaders what their colleagues at other institutions are doing and what is
happening in the professions where our graduates work.
The work that Karen and Peter described in Leading the eLearning Transformation of
Higher Education has provided a roadmap for these changes. Throughout her career as a writer and
teacher, Karen made a huge contribution to the future of higher education in
this new environment. That work will continue to benefit our field
for many years to come. Thank you.
Works Cited
Miller, G., Benke, M., Chaloux,
B., Ragan, L., Schroeder, R., Smutz, W., Swan, K. (2014). Leading the e-Learning Transformation of Higher Education: Meeting the
Challenges of Technology and Distance Education. Sterling, VA: Stylus Press.
Miller, G., Ives, K., eds.
(2020). Leading the eLearning Transformation of Higher Education: Leadership Strategies for the Next
Generation. Sterling, VA: Stylus Press.