By Clive Young, on 16 March 2015
There is no doubt that blended and online learning developments, including Massive Open Online Courses (MOOCs), are beginning to have an impact on how some universities think about their business model. The Online and Blended Learning Solutions seminar last week was a timely guide through this post-MOOC space.
Rajay Naik, from the Open University reminded us that the MOOC hype is unlikely to dent the ever-growing demand for on-campus study. What it does though is broaden our horizons and encourage thinking beyond traditional student markets and teaching methods. Some – and one could set the OU is an example – see MOOCs partly as a marketing tool to ‘funnel’ students to fee-paying courses. Others scent a lucrative market in offering targeted MOOC-influenced CPD courses to companies and professionals. A few consider the MOOC format as a way – maybe the only way – of addressing the world’s mass-scale education needs in areas such as health and primary teaching.
One challenge is to bring the best of the on-campus experience to these remote audiences. He felt this was about how to provide tutor time, as he put it “access to minds”. We should therefore imagine “not distance learning but personal learning”. The OU has one approach to this, the army of Associate Lecturers (of which I am one) providing those academic “touch points”. Another speaker, described how academic contact could work even in a MOOC environment, by weekly feedback videos and forum intervention but it required strong commitment and motivation.
UCL’s Prof. Diana Laurillard unpacked the implications of these disruptions for university cultures. It was hard for academics just to keep up with rapid developments in their own research areas, not surprisingly time was limited to explore new learning designs. Her message was that we should “treat academics as if they know what they are doing” but they need models, tools and support to help them navigate and contribute to these initiatives. Teachers urgently require environments that will help both skills updating but also sharing and developing ideas in collaboration – indeed not unlike the process of research scholarship!
An interesting debate then arose from this about how universities should organise themselves to meet these disruptive changes. Should we set up specialist units or attempt mainstream cultural transformation? Neither model was considered ideal, but the feeling was that integration should be the priority; any innovations needed to be diffused into mainstream teaching (maybe via a funded process) “pull-through” from mainstream teaching should also enrich innovation. My own feeling is that while pioneers will always require additional support, developing a two-tier model may delay important mainstream transitions, for example technical upgrading, and risk student (and maybe staff) dissatisfaction by privileging a small group of off-campus participants.
Prof. Helen O’Suillvan described how online medical programme had been successfully developed at the University of Liverpool with partners Laureate who provide student, marketing and outreach support. Another potentially disruptive aspect in the post-MOOC world therefore is clearly the arrival of new players and potential partners. MOOCs themselves were enabled (and driven) by partnership with external platform providers such as Coursera. For much the same reasons of global impact mentioned above, commercial companies, accrediting bodies, professional organisations, government initiatives, broadcasters, charities, NGOs and publishers are all likely to begin to crowd into this area, either working with or competing against traditional universities.
The challenge of embodying and replicating (at least partly) the “traditional strengths” of the campus-based student experience was seen as a huge challenge as this very experience – although sometimes hazily defined- was integral to the student, staff and institutional identity.
However we also discussed how online learning could progress well beyond “replicating” the campus experience and encourage a move from “content-based learning to process-involved learning”. We were reminded that our traditional campus-based students already operated in the electronic world. Online environments can support encourage deeper and reflective “double loop learning”, socially constructed knowledge creation and digital fluency for our campus-based learners, too.
Image: via www.haikudeck.com