This is the fourth and final post in this series. The previous three were:
Is it really so difficult?
A strong case could be made that at least in North America, higher education systems have been very successful in innovation. For instance, over the last 15 years, online learning has become widespread in most universities and colleges.
In the USA, one in three students now takes at least one distance education/online course for credit (Seaman et al., 2018). Although campus-based enrolments have been static or declining in the USA over the last few years, fully online enrolments have grown by about 5% over the last four years.
In Canada, online learning in credit based courses has increased from around 5% of all enrolments in 2000 to around 15% of all enrolments in 2017. For the last four years, online enrolments have been increasing at a annual rate of between 12-16% in Canada, and nearly all universities and colleges in Canada now offer at least some fully online courses (Bates et al., 2017).
However, that is one area where Canada differs from the USA. In the USA, online education is concentrated in a much smaller proportion of institutions in the USA than in Canada. In the USA, 235 institutions command 47% (2,985,347) of the student distance enrolments, but represent only 5% of all higher education enrolments in the USA (Seaman et al. 2018). Basically, some institutions, such as the University of Southern New Hampshire and Arizona State University, have become expert in scaling up online learning to a position where it has become large-scale and self-sustainable.
Then there are MOOCs. Many universities around the world are now offering MOOCs, with over 20 million enrolments a year. There may be criticism about completion rates and lack of accepted qualifications, but nevertheless, even – or especially – the elite universities have jumped on the MOOC bandwagon.
Also, Contact North’s project, Pockets of Innovation, with nearly 200 case studies, has identified that there are many individual instructors in colleges and universities adopting innovative uses of technology in their teaching, mostly independent of any institutional strategy.
However, probably the greatest impact of online learning on teaching in higher education is just getting started and that is the integration of online learning with classroom teaching, in the form of blended or hybrid learning. Bates et al. (2017) found that almost three quarters of institutions in Canada reported that this type of teaching was occurring in their institution. However, two thirds of the institutions reported that fewer than 10% of courses are in this format. In other words, integrated online learning is wide but not yet deep.
And this is where perhaps the biggest challenge of successful innovation lies: ensuring the high quality integration of online and classroom teaching. But we shall see that there are also concerns about how well campus-based institutions with no prior history of credit-based distance education have moved to fully online courses and programs as well.
The challenge of moving from a single mode to a dual mode institution
The most recent issue of the journal Distance Education, edited by Mays, Combrink and Aluko (2018) is a special edition dedicated to the theme of dual-mode provision, and in particular how previously single mode (i.e. solely campus-based) institutions are responding to the particular demands of distance education provision, and whether the quality and effectiveness of such provision is at risk. The editors of this edition believe:
such a decision will necessarily call for the revisiting of an institution’s assumptions about how people learn, how staff should work and how resources should be allocated and what policy changes are needed if quality is to be maintained or enhanced and the offerings sustained.
The articles in this special edition raise a number of questions such as:
- is the blurring of the boundaries between on-campus and distance learning a good thing?
- does the concept of distance education remain relevant?
- are established models of distance education sufficient to inform the design, development and delivery of new kinds of provision, or are new models emerging (or needed)?
In particular, the editors are concerned that:
- there is a real danger that in the convergence of modes of provision the unique quality concerns of distance provision, regarding, for example, the issues of access, success and cost, and the implications for how people learn and work, may be lost.
Interestingly, the special edition then looks at a series of case studies of the move from single to dual mode not drawn from North America or Europe, but from sub-Saharan Africa, where the motivation to move into distance learning has been driven mainly by changes in demand patterns (too many potential students; not enough institutions).
Application of an innovation adoption framework
Of these case studies, by far the most interesting is the article by Kanwar et. al, of the Commonwealth of Learning, which applies Wisdom et al.’s (2014) innovation adoption framework to provide a qualitative meta-review of barriers to adoption of open and distance learning (ODL) in conventional higher education institutes in Cameroon, Kenya and Rwanda.
The framework has four key elements (which build on Everett Rogers’ earlier work on the diffusion of innovation):
- external environment, e.g. national policies and funding, infrastructure/external physical environment
- organisation of the adopting institution, e.g. institutional policies, organisational structure, leadership
- nature of the innovation, e.g. complexity, cost, technology
- individuals, e.g. skills, perceptions, motivation, value systems of staff and clients affected by the innovation.
Kanwar et al. then used this framework to analyse the content of existing reviews of the adoption of ODL in the three countries. The findings are too detailed and complex to review here (the results varied between the three countries), but the study clearly identified some of the key barriers to adoption in each of the three countries. I was in fact thrilled to see an evidence-based theoretical model used to evaluate innovation.
More importantly, the study resulted in nine recommendations for successful implementation of ODL within campus-based institutions:
Government
- develop national level policies and funding to encourage the adoption of ODL
- establish national-level quality assurance mechanisms, equally for on-campus and distance programs
- strengthen national-level IT infrastructure
Institutions
- create institutional policies and clear implementation plans for promoting and supporting ODL
- establish a centralised and autonomous ODL structure
- develop a clear costing model for ODL and establish secure forms of funding/business models
- build staff capacity and provide incentives to faculty to engage in ODL
- promote research into the effectiveness and outcomes of ODL
- ensure equivalency in the status and qualifications of ODL students
Comment
It would be a mistake to ignore this publication because the cases are drawn primarily from sub-Saharan Africa. Many of the issues addressed in these articles will resonate with many working in this field in North America and Europe.
I think the editors are right to be concerned about how well ‘conventional’ institutions are handling the adoption of distance and online learning. For many faculty, moving online is merely a question of transferring their classroom lectures to a web conference.
I was at a Canadian university recently where the design of a ‘blended’ executive MBA was being discussed. The ‘plan’ was to make one of the three weekly lectures in each course available instead by a 90 minute synchronous web conference. One professor insisted that all students had to watch the lecture at the same time so they could discuss it afterwards. No consideration was given to either the context of the students (working businessmen with a busy schedule and family) or to the pedagogy or research on video lectures. Even worse, the faculty were not listening to advice from the excellent specialists from the university’s Centre for Teaching and Learning.
At another Canadian university which has been running excellent distance education program for years through Extension Services, there is no plan or strategy for e-learning on campus, other than a proposal to distribute the specialist instructional design staff from Extension to the campus-based academic departments (which wouldn’t work as there are not enough specialists to go round each faculty). This also ignores the fact that these specialists are needed to run Extension’s own very successful non-credit programs, which bring money into the university.
So looking down the list of recommendations suggested by Kanwar et al., I can immediately think of at least a dozen Canadian universities for which most of these recommendations would be highly relevant.
I would differ on just a couple of points. There has been a long tradition of dual-mode institutions in North America, especially in universities with a state- or province-wide remit, at least in their early days. In Canada, Queen’s and Guelph Universities in Ontario, Memorial University in Newfoundland, the University of Saskatchewan, Laval University in Québec, and the University of British Columbia are all examples of mainly campus-based institutions with very successful distance programs. The distance education programs were the first to adopt online learning, and gradually, some of the best practices from distance education have been incorporated into blended and hybrid courses.
However, even in these universities, the move to more integrated online and face-to-face teaching faces challenges. UBC for instance did move its distance education staff from Continuing Studies to join a strengthened Centre for Teaching, Learning and Technology that also included faculty development. Other institutions have still to make that move in a strategic and careful manner. And the big issue is how do you scale from supporting online courses for 15% of the students to supporting blended learning for all students?
The real issue lies with faculty and especially departments moving to blended or hybrid learning that do not understand the need for learning design or the needs of students who are not on campus all the time. The integration of online and campus-based learning will often highlight the inadequacy of prior campus-based teaching methods. There is much that campus-based faculty can learn from distance education, in terms of more effective teaching.
At the same time, I don’t think distance educators have all the answers. The Pockets of Innovation have plenty of examples of campus-based faculty thinking up innovative ways to integrate online learning and new technologies into campus-based teaching. My experience in designing online courses was that the best ideas usually came from a highly expert faculty member with a truly deep understanding of the subject matter (see my previous post on VR in interactive molecular mechanics for a good example). I believe that we will need new models for designing blended and hybrid courses, even though distance education has some sound principles that can guide such design.
So in conclusion, innovation of itself is not sufficient: it has to be effective innovation that leads to better outcomes, in terms of access, flexibility, and/or learning effectiveness. Innovation is unlikely to be effective if it merely moves poor classroom teaching online, which is why innovation will remain difficult in higher education.
Over to you
Do you have examples of poor practice in moving to offer distance education courses for the first time, or attempts at integrating online and classroom teaching?
Even better, do you have examples of where this has been done successfully? What are the lessons you have learned from this?
References
Bates, T. (ed.) (2017) Tracking Online and Distance Education in Canadian Universities and Colleges: 2017 Vancouver BC: The National Survey of Online and Distance Education in Canadian Post-Secondary Education.
Kanwar, A. et al., (2018) Opportunities and challenges for campus-based universities in Africa to translate into dual-mode delivery, Distance Education, Vol. 39. No. 2, pp. 140-158
Mays, T. et al. (2018) Deconstructing dual-mode provision in a digital era, Distance Education, Vol. 39. No. 2
Seaman, J.E., Allen, I.E., and Seaman, J. (2018) Grade Increase: Tracking Distance Education in the United StatesWellesley MA: The Babson Survey Research Group
Wisdom, J. et al. (2014) Innovation adoption: a review of theories and constructs, Administration and Policy in Mental Health and Mental Health Sciences Research, Vol. 41, pp. 480-502
Dr. Tony Bates is the author of eleven books in the field of online learning and distance education. He has provided consulting services specializing in training in the planning and management of online learning and distance education, working with over 40 organizations in 25 countries. Tony is a Research Associate with Contact North | Contact Nord, Ontario’s Distance Education & Training Network.
