PLE . . . the best of things, the worst of things? May 20, 2010Posted by IaninSheffield in Management, TELIC.
Tags: change, learning, planning, ple, pln, project, teaching
One of the final tasks of this module of study on my Master’s course is, as you might expect, the reflective element. IC2 requires us to take on the role of change agent, charging us to plan, deliver and evaluate a project for a notional ‘client.’ I chose to undertake a pilot study in preparation for a year-long project we’re undertaking next academic year.
More than once during this project I’ve felt some measure of discomfort, struggling to retain a degree of perspective and feeling I’ve lost the handle on what I’ve been trying to achieve. Now that I look back on my role, I can begin to appreciate why that might have been, for I’ve been wrestling with multiple personalities;
- Change agent – the person tasked with moving ‘us’ forward as a result of adopting this innovation
- Client – I’m the one who conceived and commisioned the project.
- Project Manager – the person who marshals the resources (human & technical) to realise the project
- Researcher – someone who determines the success (or otherwise) of the project and suggests routes forward.
Whilst it wouldn’t be fair to say that these roles conflict with one another, each demands you view the project from a slightly different perspective; that you slip on a different pair of specs. And anyone who wears specs knows that requires a shift in focus . . . which can be quite disconcerting! I’ve often found myself working in an area of the project whilst wearing the wrong specs., for instance trying to view elements of change whilst wearing the project manager’s specs – it doesn’t work and I find my thinking going round in circles. But why so many roles? Why client and project manager?
In school I’m involved with the ‘nitty-gritty’ like getting classroom projectors working and providing, supporting and guiding colleagues with ICT CPD. I also lead the ICT Support Team, manage the ICT budget and ensure our estate is fit for purpose. I advise the SMT on ICT strategy and have the role of school ICT Leader, helping find and map out possible future directions. It’s not that that’s too much for a single individual; swapping a hard drive one minute and writing a development plan the next provides an excellent overview. No, my worry is that in looking for opportunities to explore innovative uses of ICT, I’m on my own; there’s no-one to bounce ideas off or set me a target. I blame my PLE for causing me to feel like this. Many of the people within my PLE are incredibly innovative in how they use ICT in their classrooms and with their pupils. They work at the bleeding edge. They’re inspirational. They provide a constant stream of stimulation from which I draw ideas . . . like @tombarrett‘s Tweet which lit the spark for this project.
Unfortunately there is a small part of me which hopes for a similar experience back in school as that which I get from my PLE . . . and it’s disappointing when that doesn’t come to fruition. There are (to my knowledge) no other colleagues who use Twitter as a learning tool, who blog as part of their professional development, who use social networking tools of any aspect of their work . . . despite my best efforts of encouragement. But then should I be surprised? I’ve come to the conclusion that people in my PLE are quite unusual; they aren’t found everwhere and in fact are spread few and far between. The more I think about it, the more I realise that I’m unusual too; I think differently from other people in school. Is there something particular about edtech enthusiasts that sets them apart?
Anyway to return to the point, multiple roles. In this unusual position, I find I’m the one who taps into channels which provide inspiration for new ideas, but then I also have to explore the possibilities and potential pitfalls, devise a plan, form the necessary coalitions (is that word still allowed in this post-election environment?), execute the tasks and evaluate the outcomes. This isn’t a whinge at all; I love doing it . . . but is it best for our organisation in the long run?