Friday, March 24, 2017

Bean counting in academia; a position informed by leaders in education and some management wisdom.

With changes in the fiscal envelope and for reasons beyond local control (unexpected high dollar, a drop in full fee paying overseas students, changing immigration patterns,  government changes to funding study... changing government approaches on super-annuation /pension eligibility has impact on international student choices... amongst many other activities) has created a need to get acutely cost efficient. 

This blog post, thoughtfully, addresses what might be fiscally prudent. 
I draw on some of the wisdom of educational leadership and change rather than the quick but flawed solution of a sinking lid. 

Never a checklist, always complexity 
(Michael Fullan)
Simplifying in academia creates have perverse outcomes
Based on:

The largest cost in academia is the staff.
To save 2% the too obvious target is cut 1 person out of every 50 = Saving made.
But if you know you work with complexity, then you know 9or should know) a single solution is unlikely to address complex concerns.

1. Get a moral compass

There's no app for that!
As Simone de Beauvoir said of ethics, it doesn't lend itself to recipes.
Work out your core business, and what's bottom line.
If you took everything out and then were thinking about what needs to be in, knowing the budget was really tight, what would you have?
What can be kept, and what can be dropped? In an immediate cost saving exercise what do you need to stay with as replacing that aspect might be too costly in the immediate times of cost saving.
Differentiate between what's essential, what's nice to have.
What's really at work here is to have a pedagologically driven curriculum, albeit an efficient one.
What's not ok is a fiscally driven curriculum where the pedagogy is secondary.

2. Value added, rather than value substract
and the problem with bean counting
"Bean counting is the consequence of a view of the world as consisting of “things” to be manipulated, rather than people to be interacted with and conversed with and responded to."
"Don't overlook costs over time, the erosion in brand, the loss in quality, the subtraction from something that took years to add up"
If I was in the business of coffee making and made coffee with a little less coffee in it everyday, in the short term might be ok, but do it with the number of rivets holding a plane together and a serious irreversible condition evolves.

Depletion should not occur in the value base (Hargreaves).
The aim is for enduring greatness (Fullan).
Not replacing staff when a position becomes vacant (sinking lid) is an easy option, but can be destructive. It's an uneven redistribution of work and can risk profound gaps and so provides a recipe for lowering staff morale.
The alternative is to nurture relationships. The single factor common to successful change is that relationships improve.
If relationships improve, schools get better. If relationships remain the same or get worse, ground is lost (Fullan).

How to get from here to there

Consider the trajectory, the leverage required, and the pace 
This is about where you want to be and the steps for getting there.

Revisit what's wanted and needed: the shared vision
Map out the steps required.

Instead of focusing on value subtraction consider where value added might be achieved.

Manage underperforming staff.
Suggest alternatives to sinking lids or worst case scenario- redundancy.
(offer leave without pay, voluntary redundancy...)

3. Gain control over the miscellaneous
aka shuffling the deckchairs on the titanic...

I once worked in a hospital that took out every second fluorescent tube AND gave the dimwit a hundred dollars for this less than bright idea. 'Snuff said?

Catering budgets: probably unwise to cancel the end of year lunch, the cost to morale is not worth it.

Nov-Dec at a time when where my workplace has no students,  photocopying was in excess of $2500... 0.05c per black and white; 0.25c per colour
We could go paperless really fast.
BTW One ream of paper (500 sheets) uses the equivalent of 6 percent of a trees It takes approximately 4 tons of wood to  make one ton of paper (there's a lot of water in trees) and a single mature tree can release enough oxygen to support  2 human beings.
Green Facts

In an educational setting, time is money - people's time is bought and paid for and therefore saving time, saves money.
Time: Hourly paid: Marking, hourly paid tutorials, invigilators...
The cost in my workplace of hourly paid teaching assistants, comes in at about 1.5 fulltime salaried staff. BUT it means i have these people employed just as and when needed...they collectively mark something like 4000 (!) pieces of work a year. No full-time equivalent staff member can do that. Cutting this easy to cut budget seems very unwise.

Are the meetings needed? Are they needed for as long as they are? Do need all those present?
Imagine a meeting of about 16 exceptionally well paid people. discussing cost savings, They discuss for 2.5 hours the need for the organisation to save money.
16 people x $45.00 an hour = $720
AND they do it all again a week later... $1450...
What I know is that's not working.

Exploring resistance to the needed changes:
An ANT informed analysis
For change to occur, an appreciating doe what's maintaining the current systems is needed.
While ANT can inform this aspect, it does not provide directions; a network is never fully known and there are always going to be unintended consequences. (The example from Edwards and Siddharta in the opening paragraph points to the perverse that can occur when we think we are designing for other ends. See also Latour on Design Cornwall).
First, design is not ex nihilo, there is always something already in existence, and that existence has multiple activities sustaining its current shape.
Bruno Latour: "we are enveloped, entangled, surrounded; we are never outside without having recreated another more artificial, more fragile, more engineered envelope. We move from envelopes to envelopes, from folds to folds"
When we bring our best intentions we do not come empty headed or handed.
There are 'settled controversies' 'black-boxed' as it were that  have a tendency to not be questioned, they are instead treated as standard and not noticed.
But of the settled controversies that we might pull apart, we might also consider that nothing is good or bad but that thinking makes it so. 
Untangling others from what they do may require untangling thoughts and emotions and relationships  (with things both human and otherwise)  that are maintaining what currently is.
It takes work to keep things in the shape they are, just as it takes work to change such  shapes and what is shaping.

Things done:
Value adding:
We mapped a paper that had gone from 3hours a week face to face to four hours a week face to face to five hours a week face to face.
What was shown was no increase in student success on the paper, if anything there was a small downwards trend: Doing more of the same when there's a sense that what is currently being done is not enough didn't lead to the anticipated outcome. We are cutting the course back to four hours, but also doing a content review- what do we really want and what's the best way of getting there. This saved 20% of salaries, implemented through non replacement of a staff member being on leave (saving anticipated of $120,000 in form of salary saving as well as alteration in course components).

We are going paper minimalist:
We wont be printing paper booklets, these are accessible online (saving anticipated $12,000 annually).
The mapping of grades over time will continue, in appreciation of the best intentions in design can sometimes have perverse consequences.

Attending to pull rather than push:
Sharing the dilemma and inviting solutions but with a focus on what it is we collectively aim for,  shared approach in how to  implement this with concern for prudence and care, and with concern for pace. The changes made are done in our smaller semester.

Saturday, March 18, 2017

Improving communications and workplace culture with a five finger meme. Rules of engagement.

Rules of engagement in a workplace renowned for herding cats...Simple rules.

Some simple rules for engagement based on an easy 5 finger mantra:

1. Thumbs up:
Bring your positivity

Engage with shared purpose: we are all in this for a shared reason, improving on what is, or will be otherwise.

Be respectful, polite, assume the best of others.

And give attribution where it is due >^^<

2. The index, pointing finger, or trigger finger.
Don't point at others.
Dont. Point. Fullstop.

 Make "I" statements rather than "you" statements.
Practice assertiveness skills:
The Desc script:
Describe with concrete data not with judgements
Express your concern regarding this
Suggest alternatives, seeking agreement
Convey the consensual consequences of such an approach.

3. The middle finger
Don't be rude.
image via

4. The ring finger
Engagement and commitment

Be on time
Use other's time respectfully
Follow through, accountability and responsibility matters.

Image by luv2laff(2014)

5. Small things matter:
Everyone plays more nicely when fed, watered, and get toilet breaks.
Treat people well, relationships are the only way we have to collectively move forward.
And remember other lives outside of a work-place also matters.