doing it: the reflective practioner

EDUCAUSE Midwest Regional Conference | Chicago, March 2013

THE REFLECTIVE

PRACTITONER

DOING IT


Explore the processes that produce, and reproduce, culture.

Describe the role of the IT Leader as sense-maker.Review a model for mapping transformational change.

The Reflective PROCESS

Determine the perspective of

the actorsIdentify the facts and issues

Develop an understanding of

the problem

Determine the actions needed

Determine the

consequences


10% CIOs21% Senior IT29% in a

Support Position

8% are faculty30% are first

time attendees50 % from DR

INT/EXT

24% MA l and ll14% BA6% AA6% Med, Law,

Bus & Eng1% Other


…have been tasked with a project based on a meeting at which you were NOT present?

…have had to scramble to replace hardware and software?

…are confident their President, Provost & CFO could list IT’s top 3 challenges?


HOW CULTURE IS PRODUCED


“

”

All that invisible stuff that glues organizations together…the stuff that’s hard to codify, hard to evaluate, and certainly hard to measure and therefor manage.




Seth Goden, Poke the Box


CULTURE is not invisible

People create the meanings they need


Photo credit: Byron Houlgrave/Des Moines Register


ANTHROPOLOGY Inc. by Graeme Wood.

…the foundner of the ehtnographic method, Bronislaw Malinowski, called the “imponderabilia of actual life…small incidents, characteristic forms of taking food, or conversing, or doing work [that] are found occurring over and over again.”



EVERYONE SEES TECHNOLOGY AS MAGIC

Internal Audit noted that there is no process in place to periodically evaluate segregation of duty conflicts within Banner.

Internal Audit noted that there is no process in place to periodically evaluate segregation of duty conflicts using Banner or another automated solution.

X


CULTURE CHANGE

• Shared Experience• Visual artifacts• Language•Narrative

Happens – and can be seen – by looking and listening for the processes through which people explain their experience.



Earthrise: How Man First Saw the Earth:Dr. Robert Poole

EMICthe insider, the native, the other

ETICthe outsider, the researcher, the scientist

IT LEADER AS SENSE-MAKER


The process of constructing through direct personal observation of social behavior, a theory of the working of a particular culture in terms as close to possible to the way members of that culture view the universe and organize their behavior within it.


R. Bauman: An ethnographic framework for the investigation of communicative behavior.

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A tradition of decentralized decision making…preserves the local control of funds…that necessitates transactional processes of coordination.


http://xkcd.com/140/


DVD/VHS action controls- Off-Air cable tuner control - Source video preview - Independent microphone selection & volume - Button function feedback - Help assistance requesting - Volume muting - Display picture mute - Multimedia room presets - Lighting control & presets - Projection screen control - Control system over-ride - User authentication access - User skill level layering - Capture system control - Camera PTZ control - Scheduled based system shutdown protection - System alarm notification - Security alarm notification


Ervin, Alexander 2000. Applied Anthropology: Tools and Perspectives for Contemporary Practice: Needham Heights, MA: Allyn and Bacon.

The participants should determine the actual questions for research, the methods, and the sources of data, and ultimately have ownership over the information and how it is to be used.

• The Facilitator “

”

REPRESENTATIONAL

RELATIONALREFLECTIVE

The SLA

The Service Catalogue

Modeling behavior Understanding

root causes

• The Broker INTERVENING CONDITIONS

STAGE 1Perception

• Perception of the need for brokering

• Conflict, breakdowns

PROBLEMS• Barriers to

anytime, anywhere support.

• Uneven vulnerabilities

STAGE 2Intervention

• Establishing trust and rapport

• Maintaining connections

STRATEGIESLinking through• Advocating• Negotiation• Intervening• Sensitizing• Networking• Innovating• Mediating

STAGE 3Outcome

• Established connections among IT and academic staff and leaders

• Maintained collaboration across campus

ResolutionLack of Resolution

Continue breakdown

Communication • Age • Time • Politics • Economics • Bureaucracy • Technology

Jezewski, M.A., & Sotnik, P. (2001). The rehabilitation service provider as culture broker: Providing culturally competent services to foreign born persons. Buffalo, NY: Center for International Rehabilitation Research Information and Exchange.


• As a Participant-observer • As a Facilitator• As a Broker


Exchanging information, altering activities, sharing resources, and enhancing the capacity of another for mutual benefit and to achieve a common purposeCOLLABORATIO

N

Exchanging information, altering activities, sharing resources for mutual benefit and to achieve a common purposeCOOPERATION

Exchanging information, altering activities for mutual benefit and to achieve a common purposeCOORDINATION

Exchanging information for mutual benefitand to achieve a common purposeNETWORKING

Himmelman, A. (1996) On the theory and practice of transformational collaboration: Collaboration as abridge from social service to social justice. In C. Huxham (Ed.), Creating Collaborative Advantage. London: Sage Publishers.

Mapping Transformational Change

doing it: the reflective practioner

Technology

particular culture

reflective process

local control of funds

sensemaker http

perception perception

invisible stuff

segregation of duty

reflective practitoner