Author: Maren Deepwell

  • This #IWD2020… don’t drown in other people’s dirty laundry

    All kinds of washing…

    It’s International Women’s Day #IWD2020 and this year I am writing this post about washing.

    What is this about? Women’s labour? Household chores? Automation of domestic labour?
    No.
    What I am thinking about is the concept of ‘openwashing’ and similar kinds of ‘washing’ and how to avoid drowning in that kind of dirty laundry.

    I came across this first at the OER15 conference in Cardiff in a memorable keynote by Cable Green:

    As an aside, OER15 was a vintage keynote year for the OER Conference in my view, featuring Josie Fraser, Martin Weller and Sheila MacNeill and the whole playlist is definitely worth another look. That said, I think you could safely say EVERY year of the OER Conference is a vintage keynote year (but you might expect me to say that as part of the organising team) and this year’s event, OER20, is promising to be a vintage programme year once again.

    Back in 2015 meanwhile, Lorna Campbell wrote an often quoted blog post in which she wrote:

    Cable also touched briefly on open washing, which Audrey Watters has defined as “having the appearance of open source and open licensing for marketing purposes while continuing proprietary practices.”
    And he called Udacity out for openwashing with their Open Education Alliance, which despite the name, does not appear to be open in any sense of the word.

    From: OER15 – Better late than never!, Open World, by Lorna Campbell

    Since OER15 then I find it useful to use this concept of openwashing in other contexts as well, for example I come across of communitywashing and equalitywashing… and so forth.

    I am in a position of privilege in many ways, in that I am a white European woman in a leadership position, I am well educated and I have the knowledge, skills and connections to navigate life to name some examples. Some of this privilege I was born into, some is due to luck and some I have worked hard to achieve. I also experience a lot of prejudice and discrimination and inequality as a woman working in a tech related field and in a myriad of other ways. Both have helped motivate me to actively try to see more of how others experience the world, and to do what is in my power to make a positive difference. Promoting gender equality is something I am passionate about, which is why I am an activist in networks that help this cause, such as the FemEdTech network.

    Example of the work I do from 2019 (you can find the whole talk here)

    This and other professional activities have attracted the attention of people who are keen to be perceived to care about things like openness, community and equality. People who organise events, publish content and generally broadcast messages that contain all the rights words and yet have no meaning because when we read them we know it’s nothing but washing. It’s reputation management at toxic levels. And so at this time of year, particularly around International Women’s Day, the invitations to contribute, to speak, to be interviewed and to participate increase in volume just as the desire to seem to be doing the ‘right’ thing becomes a more valuable commodity.

    Every time I read yet another media release that starts with ‘by the community, for the community’ but which is actually written by the marketing or research department of a multi million pound business it makes me question what meaning community has in this context: do they actually mean customers, consumers, users, target audiences? It matters. It matters because of the intention behind the exercise differs and the outcome does as well. Like with openwashing proprietary practices usually continue to underlie all these ‘community activities’, they are just washed in words that imply engagement and shared ownership. Yet when the commercial interest or policy angle shifts, then those projects or networks are often shut down or dissolved into ‘self sustaining’ models that quickly end in the graveyard of moribund communities of practice which is full of ghosts of communities past.

    Besides the obvious, this type of ‘washing’ has serious downsides in the long term: from the outside, to policy makers for example, sectors in which ‘community washing’ is prevalent appear to be functioning well, hence not in need of investment or intervention. Snap shots show only activity levels not their unsustainable and patchy nature. From the inside, particularly for newcomers, this kind of washing can be hard to detect and the alternatives harder to find. Again and again I come across new hubs or networks that duplicate what existing communities already do – but marketing ‘we are supporting something that is already there’ with its own identity and power, is far less effective at ‘washing’ those impact reports and social media channels, it can’t bathe them in a light of seemingly authentic engagement. Thus, I feel, much resources get wasted, wheels invented many times over in the name of communitywashing. It doesn’t help empower actual communities or build capacity or develop skills in ways that are sustainable and fit for purpose.

    What all types of ‘washing’ have in common is that there is no real shift in the power base. Control remains with whoever has it rather than being distributed and shared. Gender equalitywashing provides some particularly infuriating examples, from equating balanced gender representation with having a token woman at a tech conference (‘there was A WOMAN on stage…’) to featuring appropriately photogenic stories front and centre without ever actually changing practice (…our organisation and its assets may be entirely dominated by men but we have stories about woman succeeding in the industry on the website).

    From reports misrepresenting everyday sexism to glossing over structural pay and policy inequality, every single day brings examples of gender equalitywashing. There is so much evidence of inequality that is both persistent and pervasive that the kind of window dressing marketing that International Women’s Day seems to prompt each year seems laughable.

    We know that we and YOU are not doing enough, not nearly enough, to redress the balance. Not anywhere. Not at any time. We are not closing gaps or nearly closing gaps. It may be more profitable to appear to address the issues in the workforce, company or industry, but only to a certain extent. Real change might disrupt profits and redistribute power.

    This type of washing again gives the appearance of much positive activity or indeed activism without addressing the underlying inequalities effectively (and often without intending to do so at all). It creates a sense of futility, leads people to question why nothing is changing when we appear to do so much. And it does not support but often counteracts genuine efforts to affect change. Having a ‘women in X’ initiative does not equal ‘problem solved’.

    I am well aware that there are many who don’t feel gender inequality continues to exist. Having won the right to vote and the existence of the Equal Pay Act has addressed any outstanding issues they argue. If this is your view, I am glad you are reading this blog post. You may wish to continue reading and books like Invisible Women or Inferior would make an excellent starting point.

    I talk about inequality pretty much in every talk I give (there is a review of 2019 here) and there are always follow ups from people who don’t feel that in their lives, in their office, in their organisation this is an issue. Partly, I think, (wilful) ignorance is to blame (please refer to the reading suggestions above to become more informed).

    But the kind of equalitywashing I am talking about is also to blame. It promotes a false sense of progress and change that does not prompt people to critically examine their own role and responsibility. In my view, we are all responsible both collectively and as individuals.

    It is much harder, I find, to feel complacent when considering if there is anything more I could do to contribute, to make change happen – because there is always more to do. A lot more.

    As the tide of misinformation gets whipped into a frenzy, the challenge to separate ‘washing’ from authentic voices can appear to become harder. But I find that most people do know. They can differentiate dishonesty from the real thing. What does become harder is to make your voice heard. Not to drown in other people’s dirty laundry.

    And we do see those who engage in that kind of washing… those who use words like open and community and equality and try to divest them of their true meaning for their own convenience. The reality of open, the living of equality, the being part of a community is much more messy and nuanced, far less marketable than ‘washing’ requires it to be. It’s by no means all easy or good or uncontested. And yet, despite the messiness, the arguments and the disagreements, it is at least a reality beyond the imagination of corporations.

    I want to note my thanks to all the people in my life who do what they can to make a difference. Who don’t engage in just applying a wash, a veneer of values but who live by them instead. Many of them identify as women, but many do not, and I am grateful for all of them, especially on International Women’s Day. I see you, I hear you, thank you.

    A photo of old fashioned hairdresser chairs
    Space for uncommon conversations

    (Send your media enquiries and keynote panel invites via email to… 😉

  • Virtual Teams: moving parts

    Welcome to this month’s post (cross-posted here) in which we, that is Martin Hawksey (@mhawksey) and Maren Deepwell (@marendeepwell), openly share our approach to leading a virtual team. If this is your first time visiting this post series or you’d like to review previous posts go to our Virtual Teams summary page.

    This month we start our third year as a virtual team and we talk about the ups and downs of moving house as home workers, how to give yourself a break during times of upheaval and supporting each other.

    February

    Maren: I have been looking back at the first post in our series. Although it’s two years ago, that moment of closing our physical office door for the last time and starting the next morning as a virtual team is still palpable. At the time, creating stability, a sense of security and permanence seemed like a formidable challenge. Every aspect of our operation was in flux, new systems everywhere we looked. Tasks like receiving post or signing an invoice became things that required an extraordinary amount of time and thought. Two years on and nearly half of our staff team are planning to move house over the next year. Instead of work being in flux and ever changing, the ability to take our work with us, to remain part of a virtual team regardless of location, provides security. It’s interesting to reflect on how things have changed. We have supported quite a few colleagues through home working house moves and this year it’s our turn. What are your thoughts? 

    Martin: When I started working for ALT over 6 years ago the ability to work from home was an essential requirement as relocating to our then base of operations in Oxford was simply not an option. Six years on the ability to relocate without having to give up my job is another big win, although admittedly our move this time is just 10 minutes away. When looking for a new home accommodating my workspace was one of the criteria, but another was what sort of internet connectivity was available. I’m actually looking forward to setting up a new office, a chance to design my new space. Transition is also a consideration. Unfortunately we aren’t able to move straight into our new home so I’ve got a period without my own space. This is going to be a bit of a journey into the unknown, particularly in terms of connectivity. We’ll be staying in Airbnb’s so hopefully hosts have made sure they’ve got good wifi to keep guests happy and I’ve got a VPN for a secure connection. Should connectivity still be an issue I’ve got access to three different PAYG mobile networks. Over the years I’ve also accumulated a couple of portable external displays so I’m not anticipating issues, but these things can sometimes be hard to predict just as it was two years ago when we changed operations. What are your thoughts on moving?

    Maren: Moving house is not something I read about in charity management handbooks! Like so many other aspects of leading people it wasn’t discussed much or at all. When you don’t have the option of working from different locations a house move often means finding a new job as well. So it’s a huge plus to be able to keep the job when you have to relocate. Since we became a virtual team more than half of us have moved and the disruption has ranged from serious and prolonged to very minimal. Moving is a big, stressful life event and has a long tail of practical consequences. Like moving offices or rather moving out of an office it takes a lot of planning and doing and that takes headspace and time. All of which causes a certain amount of distraction from work. For some work acts as a welcome break from the stress of moving as it presents more predictable problems to solve. For others productivity slows when they lose their habitual set up and environment. Although we live in a culture where working from home is becoming more normal, most parts of life aren’t really set up for it. ‘People’ just assume you ‘go to work’ and moving processes are not designed to prioritise continuity for home workers. We have taken steps to support staff during periods of transition such as providing a mobile WiFi hub (which is passed to whoever needs it), putting our flexible work policy to good use to accommodate moving dates etc and so forth. In terms of work I think house moves function in a similar way to holidays. It’s a deadline that can focus the mind and it forces you to take a step back from your usual perspective. It’s also incredibly stressful, uncomfortable and discombobulating and the only way I can deal with it is just to sit with those feelings and accept that ‘chaos’ is upon me. It reminds me, very forcefully, that every professional, no matter how successful, is a human being first and foremost. We all deserve some kindness and compassion from our colleagues and ourselves, we deserve to give ourselves a break. 

    Martin: I don’t know if it was prompted but it feels like the ALT team are giving me some extra care and consideration, which is quite remarkable given how caring they are already. It’s small things like pre-empting questions with “I know you are busy but could you help me with…”. In terms of disruption we now have a possible entry date for our next property which isn’t until the end of May. Whilst this length of time isn’t ideal it’s nice to have a date and it doesn’t feel like forever. In terms of planning and trying to prevent disruption a particular problem, perhaps unique to virtual teams, is the extra preparation for the equipment I store for ALT used at our face-to-face events. As I manage the livestreaming this includes AV equipment, lots of cables and magic boxes, as well as various other bits and pieces we use as part of our events. The removers we’ve employed are very nice but I don’t think I’ll be thanked if I have to ask for something accidentally put into storage. Another potential disruption looming at the time of writing is Coronavirus (COVID-19). As a distributed team we benefit from not having to send employees home should someone contract COVID-19, or spend time disinfecting workspaces. This is not to say we can ignore the risks associated with the wider impact that could happen such as the UK Government imposing travel restrictions, or members of our team becoming unwell … all part of being human. For me it’s a reminder of the benefits of small things like our Monday morning watercooler chat. As we aren’t co-located I find this is the perfect chance to see how someone is feeling.

    Maren: yes, at a time when we do a risk assessment a day those touch points to check how everyone is are key. Processes and procedures are always important when an unexpected crisis hits and I suppose we have had ample opportunities to stress test ours. Virtual working makes it even more crucial to communicate regularly and effectively and it’s actually helpful, I find, not to be able to rely on being co-located but to be forced to communicate expressly. It’s an example of how working remotely promotes better practice by default. The year ahead looks like it may prompt more organisations to adopt flexible working practices and in many ways using technology to manage a crisis really worries me. Our blog series highlights so many aspects in which you need time and resources to support a transition like this effectively no matter how good the technology is: it’s never going to be seamless. I feel there is a real danger to erode support structures, labour rights and established norms that should not be disrupted. So I am glad that our way of working as a distributes team was not formed at a time of crisis, but a planned transition in which employees were consulted and supported. We chose this path. I hope what we learnt so far continues to be useful to others who are now rushing to find solutions. We certainly work in interesting times just now!

  • From suggestion box to strategy… please read on!

    Be warned. This is a blog post about strategy… which is not the most exciting of topics (usually). I was trying to find a good title for this post and all the ideas I had sounded awful:

    • What a difference good governance makes…
    • The privilege of being a CEO
    • The power of really listening
    • Making stuff happen…

    Anyway. If you are still reading this then I am grateful as I really want to share some work I have been involved in over the past 9 months that has inspired me and reminded me that when you put your mind to it, you can really make a lot happen.

    I am writing this during a week when much is already going on in the world, in the UK, in education and in Learning Technology. Come Thursday, when ALT launches its new strategy to its membership, there will be something else to add to the list. And this one matters much to me, and to the Members we work for and represent, as it will set the direction for the next five years.

    There are a few things that I used to be doubtful about when it came to strategies such as: does anyone ever read them?! Does anyone, including staff or Trustees, know what they say?? Does anyone care? How does a suggestion made actually shape the things that appear in the final, committee approved version? Most of the time, the answers to these questions are not encouraging. But I am not feeling cynical today and I want to share some of the things that I feel set ALT’s next strategy apart from many I have come across previously and also what makes the process of arriving at the strategy so valuable and effective.

    Strategic Conversation captured by Bryan Mathers

    What’s involved in making our strategy? 9 months of listening.

    Phase 1:  initial internal planning (June – July) This phase included:

    • Project plan
    • Initial visual thinkery conversation
    • Consultation timeline
    • Operational review & planning
    • Financial review & planning
    • Review progress of current strategy

    Phase 2: external consultation (July – January) This phase included: 

    • Strategy suggestion box
    • Quarterly updates to Members
    • Assembly meetings every month
    • Online Winter Conference with dedicated strategy sessions
    • Annual Survey – data from which is published openly each year

    Phase 3: Board of Trustees strategy work (July – January) This phase included: 

    • Fortnightly progress updates
    • Board of Trustees meetings
    • Visual Thinkery sessions
    • Strategy progress and impact report
    • Consultation plan & outline
    • Draft strategy & planning

    Phase 4: Staff Team strategy work (July – February) This phase included: 

    • Staff Team meetings every month
    • Individual input from each member of the team
    • Strategy thinking session for senior staff
    • Review Priorities year 1-5 based in input from Members

    What shapes our strategic priorities? Members having their say!

    One of the things we look at in the final phase of writing the strategy is where input for specific aims has come from, which this year includes: several suggestions received throughout a 6 month period through an online suggestion box, which are directly included in this year’s strategic priorities. Also, we get feedback through events, which included a strategy session at the Annual Conference in September and the Online Winter Conference in December as well as monthly meetings of the Members Assembly. In addition, some of the priorities we identified during strategy days, the formal consultation and the Annual Survey as well as a specific consultation around ALT’s CMALT framework.

    Whilst most of the input comes from Members already involved in ALT, much of the consultation process is open to everyone with an interest in Learning Technology and it’s been really valuable for me personally to think along with people who don’t know much about ALT, who don’t know what we have already done, where we have come from since 1993. Having worked for the same organisation for over 10 years, it’s useful to have the opportunity to look at what we do, how we talk about it and what we could do better through fresh eyes. One of the ways in which we do that is through Visual Thinkery.

    Strategy… by Bryan Mathers

    Conversational leadership: one way of reminding myself of what I don’t know…

    Creating this strategy is a collaborative process and many people have input, many voices shape the thinking that goes into it. Yet in my position as CEO there is a certain amount of leadership that I need to bring to the process for everyone involved from Trustees to Members to staff, a kind of overall vision that frames the work that is going on. I used to be more rigid in my approach to providing that kind of leadership, but over the years I have come to find that it results in a poorer output, a less ambitious, less relevant strategy. So how do you lead a conversation without knowing what you don’t know? I found working with Bryan Mathers one way of achieving that, my favourite way to having a genuine conversation, an authentic consultation that gives everyone, myself included, permission to really think.

    And the result?! Well, you will have to keep your eyes peeled at the end of this week to find out what the future holds in store #altc (and it may NOT all be green).

    I, for one, am deeply grateful that nine months of work, that so many have contributed their time, energy and effort to, have resulted in a shared vision and shared values that I believe in, that inspire me and that will make a positive difference to Learning Technology professionals in the UK and further afield. Thank you for making this the best strategy I have been part of (yet).

  • Finding humanity in a hashtag… my third time curating the @FemEdTech Twitter account

    This month, February 2020, is the third time I volunteer to curate the @femEdTech Twitter account. If you haven’t come across it before, I encourage you to:

    When I curated the account the first time, in May 2018, I wrote about my week as a curator in this post, and I reflected on what’s involved, setting up a TAGSExplorer and other accounts that inspired me.

    The TAGSExplorer View in May 2018
    The TAGSExplorer View in February 2020

    As you can see, things have changed a bit since my first time curating!

    In March 2019, during my second stint at the Twitter deck of the FemEdTech network, I also wrote a post. This time, I reflected more on how people were contributing to what was then a much bigger and broader conversation. I shared examples of how we worked together to grow our network, to spread the word and to raise awareness of the challenges we are yet to overcome in order to achieve greater equality in Learning Technology.

    At that time I had started including information about this in talks I gave, including for example:

    And more of which I covered in a review at the end of last year, celebrating a #FemEdTech kind of year.

    Which is why this time round, reflecting on my time as the account’s guest curator, I want to step away from the hashtag, from the online network and share with you how the network has changed my every work and life, how the work we do translates into the world outside of the Twittersphere.

    Making momentum
    One of the things that you can only really guess at from the online conversation is how much making goes into building any kind of momentum, and I mean that literally. Just now, with the quilt project, you can watch the process of momentum becoming material. But before the quilt, there were badges and signs and letters and stickers, parcels sent across the country and sometimes across the world, to distribute tokens of belonging to this community. Cat memes, photos, blog posts, radio shows, podcasts, artwork, drawings… people create all kinds of things and over time it creates real momentum:

    Meeting strangers
    The other thing that has really changed is to meet individuals who are also active in this network in person. Two years ago when I mentioned this topic, no one had even heard of it. Now, it’s been a while since I last went to an event at which I didn’t have a conversation about it, met fellow supporters, seen badges, stickers or exchanged hugs. Some of us even have the t-shirt ;).

    Photobooth at ALT’s Annual Conference 2019 (Photos on Flickr)

    It’s surprised me how powerful it is to have these meet ups. They act as a catalyst for activities and collaboration well beyond the day on which they take place. They also help to encourage those who give so much of their time and effort to the network, giving me an opportunity to say thank you to someone who has helped me or supported me or someone whom I have only ever ‘met’ on Twitter. It’s powerful to have a way to bring the conversation to promoting equality, it gives us permission to discuss common issues around HR policies, professional development, career progression and collecting data about these things and to share new developments.

    Hashtag and humanity
    Being part of this effort, the work that the hashtag #FemEdTech has grown into, gives me hope that there are more and more people, some of whom I already know and some of whom I will never meet, who take an active role, who make a contribution – and for that I am grateful. I am grateful to those who recommend less visible colleagues for keynotes on the big stage, to those who work to make their events and conferences more welcoming to all, to everyone who helps to amplify the voices of those who are heard less often and those who champion causes like gender equality in their professional practical.
    It is definitely not an easy gig. But for every exasperated, eye rolling, impatient or indifferent listener, I also meet one who does care, who wants to know more, who might get involved.

    It’s often an uncomfortable experience to stand on a stage or sit around a meeting table, telling your audience about injustice, discrimination, about the gender pay gap and inequality. Even if you are able to share positive trends or hopeful new initiatives, the message remains one of “always more to do”. No matter where you look, no matter what kind of inequality you fight for, there is always more to do. We may not all agree on what the most urgent priorities are in our individual, institutional or national contexts, but I hope that we share a sense of urgency, a drive to do better as professionals in Learning Technology, as human beings.

  • Five: Flippers as totems of professional practice

    Drawing of Flippers

    Shortly after I drew the Travelling Monument Kit I started a new sketchbook and that turned into a whole series of works, photography, drawings, sculptures and, I suppose, travel, too, all centred on swimming flippers and entitled ‘Travels with my flippers’.

    The flippers became another layered metaphor, and worked for me on many levels:

    The beach under the city streets…
    Inspired by the writings of the Situationists International movement I have written about in a previous post, the flippers were my tool to uncovering a sense of freedom and discovery. The idea, to me at least, of a beach, a place that is wild and natural, that is hidden under the geometric grid of the urban landscape has always been an attractive one. I can imagine that at a time when industrialisation and urbanisation were rapidly increasing and cities were encroaching both in the physical sense but also in the public imagination, the idea of going to discover a beach, a place of freedom and inhibition under the concrete of the pavements, streets and plazas was a radical proposition. Not following the rules of the city, to create one’s own path and map, following the currents of the mind, the imagination is a poetic undertaking that still appeals to me, just as it did then.

    Then, I actually travelled with a pair of blue rubber swimming flippers that I bought in an old department store in Nicosia and put them into various places… taking photos along the way. It was surprisingly effective in situ and made people question how they read the space.

    I created a sculpture of the slippers, in white resin, and they were beautiful, glossy objects, that always looked ocean wet. To the puzzlement of many they were ‘installed’ on ordinary pavement slabs in a pristine studio space for my fine art degree show without any further explanation. It worked for me, but it didn’t work as art. The context was too obscure, the metaphors remained unexplained and inaccessible outside of their own very peculiar aesthetic.

    But it didn’t matter to me at the time, because the flippers acted as a metaphorical catalyst that inspired my practice as an artist. I filled sketchbooks and rolls of film, I wrote and dreamt and thought of things. The flippers also acted as a metaphorical accelerator, something to make the worlds of dense cultural theory I was reading easier to traverse. Swimming with flippers is a great deal easier and faster, they help us adapt to an unusual environment like underwater. It felt appropriate to use them as a tool for exploring critical theory, too. 

    Revisiting that now I find it interesting to revisit the idea, because I still do a lot to make exploring the worlds inside my head easier, to provide myself with the appropriate context for my professional practice (even if nowadays I don’t make and draw so many things anymore).

    Although much of my everyday work is now digital, I still have many material symbols of my practice… laptop stickers, sticky notes, books, journals, pens, badges, conference lanyards, drawings, charts, things on my watch (like the watch face) and so forth. Also, cables, lots of cables, and an increasing amount of debris of older devices, chargers, cable ties, hard drives etc. And alongside these objects, I make just as much effort to create the right conditions to be creative, to think about complicated things. I have a workspace full of things that help – including artworks and mementos from trips I have been on or conferences I have attended.

    And often it is an object or the space I work in that help me find time to write, to draw, to think. I respect the needs of my professional practice and I think that is what those flippers were ultimately about. They were travelling companions. Companions for thinking and doing, for my practice as an artist. They were symbolic and yet entirely practical. They were totems of my professional practice.

  • Two keynotes: from human/data interaction to scaling up Learning Technology

    This year has started with two very different keynotes: the first in January I wrote for an event on scaling up Learning Technology which was chaired by Dr Michael Flavin, and the second, a joint keynote with my colleague Martin Hawksey, was written for a one day workshop organised for the Data Human Interaction Plus network.

    If you’d like to have a look at the slides and references for the two talks, you can access them here:

    From empowered professional practice to empowerment in the age of surveillance: opportunities for human data interaction – joint keynote with Martin Hawksey for the Human-Data Interaction Network Plus

    Some common themes emerged for me from contributing to these two events:

    More tech-critical voices
    This year I feel I am hearing more voices that are critical towards use of technology in education and more broadly our relationship to technology as a society and as individuals. More people are questioning where the boundaries of technology and the tech industry should be, who should enforce them and how. I hear suggestions of limiting our use of technology or at least to stop proceeding unquestioningly with scaling up what we do. There are more questions being asked about ethics, policies and equality – questions that are becoming more specific and informed, not simply articulating a general, vague concern.

    More wholesale digital adoption
    At the sometime there is a growing number of institutions who are ‘doing digital’ across the board. The examples I come across most often are focused on systems or platforms more administrative in nature or common software packages and productivity tools. But the transformation can still be powerful and there is often a drive to up-skill and develop the workforce and the learner population at the same time. This is very much about digital skills and literacy not often about the more expert design, implementation or support of Learning Technology more specifically but this often gets conflated in the way the process is described. Whilst on the whole a very positive move, there are two challenges that I often see come up next: first, as the tools change iteratively the process of training users has to continue and fostering a culture which normalises that is hard to do. Hence there is a lot of messiness in how people use technology long term, little patches, work arounds, small idiosyncrasies which accumulate over time. Everyone has legacy systems, spreadsheets, databases and so on they don’t know what to do with. The other challenge is to find enough resources (of every kind) to continue to do Learning Technology beyond the core systems you have scaled up and to invest in the expertise you need to do that in the long run rather than to outsource innovation to private sector companies and loose that capacity.

    Negativity, pace and productivity
    Whilst I still meet with a lot of genuine enthusiasm for technology a lot of narratives I have come across during the start of the year are driven by negativity, primarily about the wider context. Political, social and economic factors shape our perception of technology. The pace of innovation continues to be a factor also: should we try to keep pace, and why? Will technological change keep accelerating and how does this impact upon the world we live in? Meanwhile I feel productivity has snuck into our ways of thinking about research and practice. Playful approaches, mindfulness, even time specifically set aside for ‘moon shoots’ is really all about doing ever more with less. Always contactable and on the go whilst in reality there are too many meetings in which nothing happens at all.

    Resistance and hope, articulated
    Against this rather bleak backdrop however, power is rising. Expertise is multiplying, action being taken and there is a drive to resist surveillance capitalism and to find alternatives that can provide hope whilst still offering functioning business models are cropping up more and more frequently.
    It’s always a privilege to be invited to contribute to events as a speaker and if the first two talks of 2020 are anything to go by the resulting discussions will be extremely interesting this year.