EduChallenge Manual
Contents
1. In case you print directly on a transparency you will have to insert the transparency in the printer and choose the appropriate printing options 21x General Setup Features Imaging Preferences r Select Printer Add Printer CALT on HP DeskJet RESD on RESD2 on TOPAZE 1220C Printer TOPAZE TOPAZE gt Status Ready I Print to file Location Eommenk Find Printer Page Range Al Number of copies fi Selection Current Page Pages J IV Collate Gee Ce Car 6 0 EduChallenge Simulation Stopping amp Saving Sessions 6 1 Stopping amp Restarting This Version of EduChallenge allows you to stop a session anytime you want and resume it at a later stage To stop the session just quit the simulation software by closing the simulation screen Cross Icon XI on the top right hand side The current session will be ey saved in a file To restart a session just select id which will appear automatically on the Main BCren the next time you will enter the simulation software 6 2 Automatic Saving before Quitting a Session This Version of the EduChallenge automatically saves a copy of the session every time you quit the simulation software in addition to producing the Report in editable form Hence the latest state of the session is always stored in a file and can be reloaded You can always seele your session from the point you le2. PhO Director Prof Bell Chair of Macroeconomics Prof Jones Chair of Economic Policy Prof Toulon Chair of Statistics amp EMBA Director Networks Prof deJong GSM Dean Donna Winter Pers Assistant Prof Kolb Head of Inst of Bus Administration Prof Nussbaum Chair of Marketing Prof Perez Chair of Corporate Finance Prof Grind Chair of Mgmt Science amp Exec Ed Director Prof Boileau Chair of Strategy Prof Peters Head of Inst of Social Science Prof Motta Chair of Political Science Prof Hill Chair of Communication Science amp MBA Director Prof Morton Chair of Social Psychology Prof Milton Deputy Dean Polly Kent Faculty Support amp Quality Manager 3 0 The Graduate School of Mgmt GSM Org Chart Notebook Paul Heinz Students Rep David Brinck HR amp Administration Director Victor Platt IT Manager Xia Lan Students Administration Manager Sandra Frick PR amp Communication Ilanager Ron Hilldale Programs Marketing Management Manager A Adopter Interested Trying 5 Aware The above screen Org Chart shows what is displayed if you click on the Org Chart button at any time during the simulation once you begin It is the organisational chart of the top team of GSM in which you are expected to introduce your innovation during the next 6 months The management team of the company consists of 22 individuals a Students Repre
3. lack of time and resources other priorities etc One has to consider that for GSM adopting the AcadQual system and the process and structural transformation which comes with it would effectively represent a significant change and departure from the systems and processes they have developed deployed and used successfully over the last few years Two years ago at the time of the announcement by the President the Dean of GSM indicated lots of enthusiasm for integrating the new quality assurance system facilitating the implementation of the Bologna Process but since then objectively GSM has not changed its way of operating to any great extent In particular all the attempts of the Board to encourage the introduction of AcadQual at GSM have failed Sending information about the advantages of AcadQual and news about its successful adoption in other schools and departments at Humfeld hasn t helped a great deal Professor deJong seems simply too busy running his successful business school to have time to introduce such a new system What have come back are just nicely presented excuses of different types lack of time and resources other priorities etc Now that everybody else has adopted the new quality assurance system the delaying tactics of GSM s Dean are starting to create serious problems threatening the credibility and sustainability of the whole project preventing data from being reported and consolidated university wide
4. Course Feedback Collection module used by students to register for courses and provide their assessments about courses and faculty members 6 A Group Learning Platform module implemented university wide to provide a consistent web based platform for the online support of course related announcements and information course material distribution and faculty students online interaction It could become the most successful university wide transformation project of the last few decades but actually one big problem is still preventing the President and the Board from celebrating the successful transition to the new quality assurance system In spite of the numerous invitations to join the rest of the University in the adoption and implementation of the new system no signs of progress have been visible yet at GSM Humfeld University s Graduate School of Management Until now the Board has discouraged the President from complaining too loudly about the fact that GSM has not given any signs of being seriously willing to harmonize its processes and systems with the new university wide ones and has advised him to be patient In fact GSM is rightly considered as the top national business school contributing significantly to the excellent image of the University even beyond the national borders The achievements of Professor deJong who has been re elected twice as the Dean of GSM are beyond any doubt Under his very independent minded lead
5. Hilldale E Detailed Descriptions Implement it The right hand side of the above screen shows a status on what you know about a person This can be accessed by placing the cursor on the left of the person s name without clicking EduChallenge 2005 p 12 5 4 Home Initiatives EduChallenge 0 9 Home Org Chart Networks History Score Strategy Mission Notebook INITIATIVES Dinner Event Short Breaks Get Profiles Memorandum Committees Pilot Test Internal Magazine Weekly Meeting Directive Questionnaire The Sandwich External Speaker Electronic Mail External Links Special Course Neutralize Resisters School Mgmt Meeting Task Force Brown Bag Lunch Bulletin Board Face To Face Meeting One Legged Interview Ez Prof deJong fe Paul Heinz Donna Winter Ez Prof Stamm B Prof Kolb Prof Peters Prof Milton David Brinck B Prof Linz Prof Bell Prof Jones B Prof Toulon Prof Nussbaum Prof Perez Prof Grind E Prof Boileau Prof Motta E Prof Hill Prof Morton B Polly Kent Victor Platt Click on any initiative for a short description Sandra Frick F Ron Hilldale i Y Detailed Descriptions Implement it On the right hand side of the screen you have access to the Initiatives corresponding to the different change management tactics you may launch during the simulation A description of a particular initiative will be displayed below this l
6. and knowledge from flowing smoothly among students and faculty through the new AcadQual system The patience of the President came to an end during the last meeting as one of his advisors reported that faculty and administrative personnel at GSM didn t really know or care about AcadQual as Professor deJong had given everybody the impression that this was mainly a project taking place somewhere else in the University and that it wouldn t really affect the way in which GSM operated or force them to review and change the GSM specific processes and innovations they were so proud of The limit had been reached and immediate action was needed With the support of the Board the decision was taken to select a number of faculty members and high level administrative personnel who had experienced the successful implementation of AcadQual in other schools and EduChallenge 2005 p 6 ri department at Humfeld University and appoint them to a special team of change agents in charge of a delicate mission Getting GSM on board As soon as possible In summary the challenge you and your change agents team have to face is to persuade the Dean of GSM as well as his key collaborators and colleagues to finally adopt the new Quality Assurance System and harmonize their processes and systems with the ones adopted by the rest of the University according to the plans of the President and the Board You have been given up to 6 months 120 days for th
7. EduChallenge The Change Innovation and People Management Challenge in a Higher Education Contexts User Manual 1 0 Introduction 2 0 Your Mission during the EduChallenge Simulation 3 0 The Graduate School of Mgmt GSM Org Chart 4 0 EduChallenge Simulation Getting Started 5 0 EduChallenge Simulation Sample Screens amp Navigation 6 0 EduChallenge Simulation Stopping amp Saving Sessions Appendix A Cross Reference for Key Navigation Buttons Appendix B Initiatives Detailed Descriptions EduChallenge 1 0 Notebook Mission Score Org Chart Networks History Strategy EduChallenge The Change Innovation amp People Management Challenge Home Enter Demo Session SD Version 1 0 dew Session EduChallenge 2005 p 1 EduChallenge The Change Innovation and People Management Challenge in a Higher Education Contexts 1 0 Introduction In EduChallenge you will be challenged to introduce an innovation in a business school Humfeld University Graduate School of Business GSM Your mission as formulated by the University Board is to spend the next 6 months trying to ensure that a new Quality Assurance System AcadQual will be adopted by the key members of the business school as part of a major university wide change program Until now the GSM management and Associate Deans appear to have delayed its implementation As displayed in the enclos
8. External Links c David Brinck a i 5 p D Special Course Neutralize Resisters Prof Linz A FS Prof Bell D School Mgmt Meeting Task Force Brown Bag Lunch Bulletin Board Bee 2 Face To Face Meeti One Legged Intervi A Prof Toulon f ace To Face Meeting ne Legge erview Prof Nussbaum Prof Perez c Prof Grind Ez Prof Boileau Ez Prof Motta Prof Hill Prof Morton B Polly Kent fe Victor Platt Click on any initiative for a short description c Sandra Frick c Ron Hilldale I Detailed Descriptions Implement it On the left hand side of the screen you will see displayed the list of individuals you are trying to convince to adopt the new Quality Assurance processes and associated AcadQual system A variety of information about every individual can be accessed from this Home screen depending on the initiatives you take A status on what you know about a person can be accessed by placing the cursor over the bubble to the left of the person s name A personal profile can be retrieved by clicking on the i bubble to the left of the person s name The red bars displayed in the box to the right of the individuals names indicate how successful you are being in changing the attitude of each person in relation to adopting the change during the simulation This is dependent on the initiatives you decide to implement you will be able to see an overview of these initiatives on the right hand side
9. Motta E Prof Hill Prof Morton B Polly Kent Victor Platt Sandra Frick Ron Hilldale Mission Notebook HISTORY Dec Time Event EVENT 0 C 1 1 FACE TO FACE MEETING 2 2 2 FACE TO FACE MEETING 3 4 MANAGERS PROFILES 5 5 FACE TO FACE MEETING 6 8 INTERNAL MAGAZINE 9 9 MEMORANDUM 10 11 MANAGERS PROFILES 12 12 FACE TO FACE MEETING 13 13 FACE TO FACE MEETING 14 14 DINNER EVENT Wei 15 15 FACE TO FACE MEETING 16 16 ELECTRONIC MAIL 17 21 STAFF DISCUSSION 22 26 PROCESS TEAMS 27 27 FACE TO FACE MEETING 28 28 TOP MGMT MEETING 29 29 FACE TO FACE MEETING 30 32 TOP MGMT MEETING I History Details Cheng Bing Ming Bing Ran Cheng Ran Quan m Click on History at any point during the simulation and you will see a summary of your initiatives to date that you can scroll through For a detailed history of your Initiatives including Decision Initiative Rationale Outcome ie the immediate feedback and No of Adopters to date click on History Details and scroll through your results EduChallenge 2005 p 16 5 9 Score EduChallenge 0 9 Home Org Chart Networks History Strategy Mission Notebook Adopters 22 max Points 243 max 243 231 220 209 198 187 176 165 154 143 3 3 7 6 5 4 3 2 4 Q 18 19 20 21 22 23 Save Session Report This show
10. al dinner you organize for the benefit of some University Board Members and other high level University officials you have known for many years 3 days NOTE You are not sure that the person will accept your invitation and that you will actually be able during the dinner to find the appropriate opportunity to talk in length about the AcadQual project GET PROFILES Obtain more information about up to five individuals based on their personnel records kept in the HR department at GSM 2 days NOTE Each person s profile includes a qualitative description of the individual and will help you understanding how difficult it will be to help that individual move through the different change phases The profiles once gathered will be available to you during the whole session COMMITTEES Identify key processes at GSM for which Committees have been created recently This results in an overview of the most relevant Committees and their members 5 days NOTE Committee membership will not change and will remain available throughout the whole period This information is accessible by clicking on the button Other Networks INTERNAL MAGAZINE Ask the editor of GSM s internal magazine to include a short article you write on the advantages of Quality Assurance Systems in Higher Education and their link to the Bologna process To be published in the upcoming edition 3 days NOTE This magazine is distributed to all of the school staff The ar
11. also the content of do and dont s learning points Beside you will also get all the information on the adoption stage of each person as well as the feedback for each implemented initiative 5 11 EduChallenge Simulation Credits Screen PER Home Org Chart Networks i Mission Notebook Print This EduChallenge Simulation is the key component of a Learning Experience a Workshop of to 1 day designed for facilitated groups of participants faculty staff members and decision makers in universities interested in extending their understanding of change and innovation management dynamics in Higher Education contexts For more information contact directly At University of St Gallen s SCIL At INSEAD s CALT Swiss Centre for Innovations in Learning Centre for Advanced Learning Technologies Ingrid Schoenwald Albert A Angehrn ingrid schoenwald unisg ch albert angehm insead edu Dieter Euler At AlphaLabs dieter euler unisg ch for distribution purposes Sabine Seufert Martina Eckert sabine seufert unisg ch martina eckert alpha simulations com This screen provides information about the simulation and those who have contributed to its design development and continuous updating It is displayed if you click on the About button located at the top of the screen EduChallenge 2005 p 18 5 12 EduChallenge Simulation Print The PRINT button allows the printing of any page in the Simulation e g the SCORE page
12. ams Committee in green Click on Networks and you can access information regarding the way people connect for instance who has coffee with whom Short Breaks who socialises with whom External Links and who is on which committee with whom Committees Access to this information is dependent on the various initiatives you have implemented 5 7 Notebook Team Insights amp Issues This Version of EduChallenge provides the possibility to take notes anytime during a session This Learning Notebook accessible by selecting in the upper right side of the screen also provides a structured way to summarize key insights and issues after completing a session You may fill in the Do s column on the screen to share Insights of what you have learned from the experience as well as Dont s column for the Issues of Change Management you would like to know more about You are able to print it on paper or on a slide The content of the Do amp Dont s sheet is recorded in the Session Report EduChallenge 2005 p 15 5 8 History EduChallenge 0 9 Home Org Chart Networks Prof deJong Paul Heinz Donna Winter Ez Prof Stamm B Prof Kolb Prof Peters Prof Milton David Brinck B Prof Linz Prof Bell Prof Jones Ez Prof Toulon Prof Nussbaum Prof Perez Prof Grind E Prof Boileau Prof
13. e departments have learned to use and appreciate the key features of AcadQual and the new ways of working it has introduced university wide Where it was already implemented the project corresponded to the redesign of existing processes and the introduction of new ones All these Quality Assurance oriented processes were supported by one or more modules of a new intranet based system the AcadQual system which was introduced gradually to administrative staff faculty members researchers and even students Currently the six most important modules of the AcadQual system include 1 A Reporting amp Analysis module used university wide to make data collection more efficient consistent and transparent It is through this module that all the data related to research and teaching inputs and outputs are collected and aggregated 2 A module supporting EQUIS compliant Quality Monitoring used by both faculty and administrative staff to exploit the data collected through the Reporting amp Analysis module to efficiently monitor quality levels EduChallenge 2005 p 4 3 A Credit Allocation module supporting the systematic planning of courses and the assignment of faculty members 4 A Pedagogical Guidelines Knowledge Base module supporting faculty members across departments to share best practices related to pedagogical issues ranging from successful handling of class situations to the use of online teaching methods 5 A Course Bidding and
14. e university to implement smoothly and efficiently a major innovation process providing all those involved faculty administration and even students with a new set of transparent processes and university wide support systems to help the move towards a new way of operating fully aligned with the Bologna Process and with the ambition of a 21st century educational institution Over the last two years most of Humfeld University s faculty and administrative departments have learned to use and appreciate the key features of AcadQual and the new ways of working it has introduced university wide Where it was already implemented the project corresponded to the redesign of existing Two years have passed since the President of Humfeld University one of Europe s oldest and most respected Higher Education institutes proudly announced the university wide rollout of a new system called AcadQual Adopting this new Quality Assurance System said the President would help the whole university to implement smoothly and efficiently a major innovation process providing all those involved faculty administration and even students with a new set of transparent processes and university wide support systems to help the move towards a new way of operating fully aligned with the Bologna Process and with the ambition of a 21st century educational institution Over the last two years most of Humfeld University s faculty and administrativ
15. ed screens of the simulation you will be able to choose among many different initiatives to meet your goal In some cases you may gather information on the faculty members and managers at GSM for example who has lunch with whom etc In other cases you may take direct action to try to convince idividuals and thus influence their willingness to adopt the proposed innovation Each time you implement an initiative you will receive feedback about the impact of your decision immediately The objective is to get as many adopters as possible in the given time The following screens illustrate in more detail the purpose and the main elements EduChallenge and explain the navigation of the screens should you have any difficulty EduChallenge 2005 p 2 2 0 Your Mission during the EduChallenge Simulation First review your mission by clicking on the Mission button in the upper right oval box of the screen You will then access the Mission screen which has 4 buttons called The Context The Change Plan Your Challenge and How to go about it The information you will access is shown in the following four screens PER Home Org Chart Networks History Score Notebook The Bologna Process is the most important and wide ranging reform of higher education in Europe for almost 40 years It provides a clear message and ambitious targets for European Higher Education Institutions and its implementation involves a
16. ership GSM has succeeded in building very strong links with industry including unprecedented high grants and donations and a solid international reputation which makes it the only academic department at Humfeld appearing in the FT Top European Universities ranking EduChallenge 2005 p 5 EduChallenge 0 9 Home Org Chart Networks History Score Strategy Mist Notebook One has to consider that for GSM adopting the AcadQual system and the process and structural transformation which comes with it would effectively represent a significant change and departure from the systems and processes they have developed deployed and used successfully over the last few years Two years ago at the time of the announcement by the President the Dean of GSM indicated lots of enthusiasm for integrating the new quality assurance system facilitating the implementation of the Bologna Process but since then objectively GSM has not changed its way of operating to any great extent In particular all the attempts of the Board to encourage the introduction of AcadQual at GSM have failed Sending information about the advantages of AcadQual and news about its successful adoption in other schools and departments at Humfeld hasn t helped a great deal Professor deJong seems simply too busy running his successful business school to have time to introduce such a new system What have come back are just nicely presented excuses of different types
17. ft it by selecting m8 W SOPBEE after restarting EduChallenge 2005 p 19 Cross Reference for Key Navigation Buttons at Top of Screen Home Home Initiatives Org Chart Networks History Score Strategy Mission Notebook About EduChallenge 0 9 Home Org Chart Networks History Score Strategy Mission Notebook Prof deJong Ez Paul Heinz Ez Donna Winter Ez Prof Stamm Prof Kolb Prof Peters c Prof Milton David Brinck fe Prof Linz Prof Bell Prof Jones Ez Prof Toulon Prof Nussbaum Prof Perez Prof Grind Prof Boileau E Prof Motta f Prof Hill Prof Morton B Polly Kent z Victor Platt Sandra Frick Ron Hilldale APPENDIX A Refer 5 1 Refer 5 4 Refer 3 0 Refer 5 6 Refer 5 8 Refer 5 9 Refer 4 0 Refer 2 0 Refer 5 7 Refer 5 11 EE About INITIATIVES Dinner Event Get Profiles Committees Internal Magazine Directive The Sandwich Electronic Mail Special Course School Mgmt Meeting Brown Bag Lunch Face To Face Meeting Click on any initiative for a short description I Detailed Descriptions Short Breaks Memorandum Pilot Test Weekly Meeting Questionnaire External Speaker External Links Neutralize Resisters Task Force Bulletin Board One Legged Interview VS Implement it EduChallenge 2005 p 20 APPENDIX B INITIATIVES DINNER EVENT Invite one member of the GSM team to a form
18. gh Quality Assurance Systems in Higher Education during which he will go into the experiences of other schools 3 days NOTE Everybody at GSM is invited by memo to this event but attendance is optional As a preparation you enclose in the invitation two research articles on the subject EXTERNAL LINKS Spend some time observing or finding out which people regularly play Bridge go together to the Tennis Club or are actively involved in local politics events 3 days NOTE These groups will not change and the lists will remain available throughout the whole period This information is accessible by clicking on the button Other Networks EduChallenge 2005 p 22 NEUTRALIZE RESISTERS suggest to one of GSM s top managers the Dean the Deputy Dean the Institute Heads or the HR amp Administration Director that some outspoken individual resisting and potentially slowing down the AcadQual project should be neutralised for instance by promoting him her to a side ways position so that he she cannot hurt the project 3 days NOTE You only need to identify the appropriate person to be promoted away It is assumed you will be talking to the appropriate authority for such decision You ll be able to use this tactic only once TASK FORCE Select up to five members of the GSM team to join you in a Task Force of change facilitators or champions who are to help develop and implement the proposed changes and eventually influence a
19. he Dean the Deputy Dean the Institute Heads and the HR amp Administration Director to share and discuss thoughts results and action plans for the AcadQual project 3 days NOTE The Dean the Deputy Dean the Institute Heads and the HR amp Administration Director are informed that they can also bring along their collaborators EduChallenge 2005 p 21 BROWN BAG LUNCH Help a selected individual within GSM to organise and lead a brown bag lunch session including a demonstration and a discussion session on AcadQual experiences for all those interested in the topic 5 days NOTE Brown bag lunches are open and advertised to everybody at GSM even to staff members in case they find the topic interesting This one will provide the opportunity for the person who will have selected to lead the session to share and gather views and experiences on AcadQual FACE TO FACE MEETING Fix a meeting with one of the members of GSM s top team in order to persuade him her that the AcadQual project would make sense to implement 1 day NOTE The meeting will take place in the person s office SHORT BREAKS Spend some time in and about the business school in order to see which groups of individuals meet regularly over short breaks such as lunch in the smoking area or at the coffee machine 3 days NOTE These groups will not change and the list will remain available throughout the whole period This information is accessible by clicking on t
20. he button Other Networks MEMORANDUM write and send to any five individuals a brief memo on how some of the specific features of AcadQual will improve the transparency of information flows in the school 1 day NOTE This is distributed in the school s internal mail system PILOT TEST Try to get commitment from somebody by asking him her to organise a two week long pilot test of AcadQual in his her institute or department using current school data 4 days NOTE This will involve setting up the AcadQual on the computers of all those involved and providing users with the appropriate training WEEKLY MEETING Develop a slide show on AcadQual and the progress of the project and present it during the regular weekly meeting that every member of GSM top team attends 5 days NOTE The presentation includes potential applications of AcadQual within the different school processes All GSM representatives are in principle expected to attend these meetings QUESTIONNAIRE write and distribute to everybody a questionnaire aimed at assessing their current level of interest in becoming regular users of the new AcadQual system 2 days NOTE The main objective of using this questionnaire is to demonstrate your approach to the project and ideally gather additional information EXTERNAL SPEAKER Invite Professor Sanderman a well known academic to come and talk about his nation wide benchmarking study of Performance Improvements throu
21. is project During this time you will be able to Gather information about the key stakeholders and players at GSM Implement different change management initiatives Continuously monitor your progress in helping the key stakeholders to move through the phases of AWARENESS INTEREST TRIAL and finally ADOPTION of this innovation Your and your team s personal objective is to get as many adopters as possible This is the way your performance will be evaluated by the University Board at the end of the 6 months EduChallenge 0 9 Home Org Chart Networks History Score Strateqy Mission Notebook a Changing the way people think and behave in organizations and particularly in Higher Education Institutions is not a simple task and often requires a combination of different tactics to be used at the right time with the right people This simulation will make it possible for you to experiment with the implementation of different change management initiatives but it will be your task to decide when and with whom to implement a given tactic First of all before plunging into your first decision we advise you to 1 try to understand the context in which you are going to work Remember that you have been sent by the Board Initially you only have limited information on GSM and its key stakeholders and they don t really know you either 2 review the different initiatives you will be able to launch to change people s at
22. ist if you click on any title You may also click on Detailed Descriptions in the lower half of the right hand screen and scroll through the descriptions of all initiatives at once see Appendix A To implement an initiative from this screen highlight the initiative and click on Implement It This will bring the Take Decision screen up see 5 5 with the initiative already chosen and a prompt for any other details you need to provide ie the names of people involved EduChallenge 2005 p 13 5 5 Take Decision EduChallenge 0 9 Home Org Chart Networks History Score Ez Prof deJong Paul Heinz f Donna Winter Ez Prof Stamm B Prof Kolb Prof Peters f Prof Milton David Brinck Ez Prof Linz Prof Bell Prof Jones Strategy Mission Notebook DECISION No 34 Your initiative Face To Face Meeting x Takes 1 day Person you wantto meet l Prof deJong x Your specific objective for this meeting Raise awareness for quality issues Your rationale for this decision optional lEz Prof Toulon Prof Nussbaum It s Time to get the Dean more interested in the r Prof Perez project Prof Grind Ez Prof Boileau Ez Prof Motta Prof Hill f Prof Morton B Polly Kent eS Victor Platt Sandra Frick Ron Hilldale Don t do it Implement the Decision On the right hand side of the screen if you click on the Take Decision button you wi
23. ll see the above screen which shows the number of the decision you are about to take To implement an initiative click on the Your initiative box and select the initiative from the drop down menu that appears You will also be prompted for any other details you need to provide ie Names of people involved This can be chosen either by clicking on the name of the person on the left hand side of the screen or clicking on the box and selecting the person s from the drop down menu of names If you make a mistake in choosing the initiative or name or click on the box with the wrong details in it select Don t Do It instead of Implement the Decision at the bottom of the screen For each decision you can complete the Your rationale for this decision box Finally click on Implement the Decision You will receive immediate feedback on your chosen initiative You will receive a summary of the outcome a positive or negative indication of any attitude changes of the people involved and maybe not involved and the clock will continue ticking off along the bottom of the screen against the 6 months for the time taken to implement the initiative EduChallenge 2005 p 14 5 6 Networks button EduChallenge 0 9 Committees lo Boileau There are three important Committee driven Processes at GSM They are the R amp D Committee in red the Organizational Effectiveness Committee in blue and the Academic Progr
24. mission Directorate General for Education and Culture The key idea underlying the Bologna Process similarly to analogous processes launched worldwide is that conventional assumptions about students the collegiate experience learning teaching and assessment will not serve higher education well in the 21st century Collectively the trends clearly require educators i e faculty members and administrators alike to re examine and probably transform current assumptions about the ways we engage learners in the educational process This re examination must carefully scrutinize beliefs about who our students are how they learn their level of preparation other demands being made on their time and attention e g family and work and their educational and occupational goals The re examination must also extend to current beliefs about the roles and responsibilities of EduChallenge 2005 p 3 teachers and learners the learning teaching process and how it can best be facilitated and how we can create and sustain significant educational communities EduChallenge 0 9 Home Org Chart Networks History Mission Notebook Two years have passed since the President of Humfeld University one of Europe s oldest and most respected Higher Education institutes proudly announced the university wide rollout of a new system called AcadQual Adopting this new Quality Assurance System see 4 said the President would help the whol
25. nd train all staff 5 days NOTE If successful in case all the selected individuals will join your Task Force the team will be active until the end of your intervention period and hopefully beyond it too BULLETIN BOARD Ask Donna Winter the Dean s Assistant to post a project progress report on the school s official Bulletin Board which hangs on the wall opposite the main stairwell You will prepare the project progress report 2 days NOTE Only Donna Winter has the authority to post messages on the Bulletin Board on behalf of the Dean Messages like your project report will remain posted until superseded by a more recent report ONE LEGGED INTERVIEW Target one of the members of GSM s top team and try to trigger an unplanned brief encounter in order to talk informally about the progress of the AcadQual project 2 days NOTE You will spend some time in the hallways in the faculty room in the parking lot and in similar spaces in order to maximize the probability of such an encounter with the person want to target SELECTIVE EMAIL Send an email to up to 5 individuals to provide clarifying information and make them feel more involved in the project 1 day NOTE You can also send the email to less than 5 individuals EduChallenge 2005 p 23 EduChallenge 2005 p 24
26. o foster progress towards your goal during the 6 months gt or combination of interventions you might favor compare with the actions on the list you received gt any you believe you should consider during your actions e g honesty respect for the individual gt as well as to guarantee a successful intervention at GSM A total of 15 minutes maximum should be allocated to the discussion of the implementation strategy to adopt aiming at reaching a good consensus as different team members might have initially pretty different views on how to best proceed in such a situation and at concluding by on this screen Remember that you can come back any time to your strategy and extend revise it if necessary Click anywhere to close this message To start the simulation click on Enter New session oval box on the bottom right of the Title Page You have to enter your Personal Password to start the simulation EduChallenge 2005 p 10 5 0 EduChallenge Simulation Screens amp Navigation 5 1 Home Page EduChallenge 0 9 Home Org Chart Networks History Strategy Mission Notebook INITIATIVES 2 aa POT BER Dinner Event Short Breaks c Paul Heinz z Get Profil M q A Donna Winter et Profiles emorandum Committees Pilot Test lt Prof Stamm i F R Prof Kolb Internal Magazine Weekly Meeting Directive Questionnaire c Prof Peters i AA PS iof Milton The Sandwich External Speaker a Electronic Mail
27. of the screen You can see that every individual goes through a cycle of adoption although at different paces and can be not aware aware interested have entered the trial phase or have already adopted it You can access the Home anytime to monitor your progress on the top left hand side of the screen Part of the scoring summary at the end of the simulation is a function of the red bars representing the degree of positive attitude that you have achieved for each person EduChallenge 2005 p 11 5 2 Personal Profile EduChallenge 0 9 Ge Org Chart Networks History Score Strategy Mission Notebook P POSM Deane INITIATIVES Dinner Event Short Breaks Get Profiles Memorandum Committees Pilot Test Internal Magazine Weekly Meeting Directive Questionnaire The Sandwich External Speaker Electronic Mail External Links N Special Course Neutralize Resisters School Mgmt Meeting Task Force Brown Bag Lunch Bulletin Board Face To Face Meeting One Legged Interview Professor Philippe deJong is avery A well connected academic with a strong research background in Marketing who has climbed up through the ranks over his 18 years with the University Aspired to become the Dean ofthe Graduate School of Management for many years given the big number of innovations he wanted to introduce Until recently he was highly regarded by the University Board members for his work at GSM and his
28. public appearances AtGSM he is perceived as a good manager by g poeu ane aminen fa Detailed Descriptions Implement it Click on any initiative for a short description The left hand side of the above screen shows an example of the personal profile which can be accessed by clicking on the i bubble to the left of the person s name or clicking on their name from the Org Chart screen You can also switch quickly between Personal Profiles by clicking on the arrows on either side of the person s image Access to this information is dependent on the initiatives you have taken Click the Home button on the top left of the screen to return to the list of all individuals 5 3 Status EduChallenge 0 9 Home Org Chart Networks History Score Strategy Mission Notebook INITIATIVES Dinner Event Short Breaks Get Profiles Memorandum Committees Pilot Test Internal Magazine Weekly Meeting Directive Questionnaire 4 ich External Speaker External Links Neutralize Resisters Task Force Bulletin Board One Legged Interview fe Prof deJong fe Paul Heinz Donna Winter B Prof Stamm Ez Prof Kolb Prof Peters Ezd Prof Milton B David Brinck Ez Prof Linz B Prof Bell c Prof Jones B Prof Toulon Prof Nussbaum Prof Perez Prof Grind Ez Prof Boileau Prof Motta Ez Prof Hill c Prof Morton B Polly Kent fe Victor Platt for a short description c Sandra Frick Ron
29. s the score sheet that is displayed if you click the Score button at the top of the screen You may click on this at any time to see how you are progressing and you can return to the simulation by clicking on the buttons at the top of the screen The thin blue line on the graph the top one indicates the cumulative positive attitude ie the red bars you have succeeded in gathering As you can see in the example in the screen above the cumulative positive attitude can decrease too during the project depending on your initiatives and other events that can happen during the 6 months implementation period The thick red line the bottom line indicates the cumulative number of individuals you have convinced to adopt Once someone has adopted they cannot move back through the adoption process The numeric scores the number of Days per Adopter Elapsed Time of Adopters and of Decisions of Attitude Points are at the bottom of the screen EduChallenge 2005 p 17 5 10 EduChallenge Save Session Report You may save your session s report at any time during the simulation by clicking on the Save Session Report button on the right hand side of the Score screen The report allows you to get details about the session including the date of running number of adopters number of initiatives and the time spent to implement these initiatives and of course the key points of the adopted strategy and
30. sentative and the Dean s Personal Assistant The picture of each person appears when you position the cursor on the name If you then click on the box you will also get the profile of that person You can access this chart at any time during the simulation and return to where you were in the simulation by clicking the Home button EduChallenge 2005 p 9 4 0 EduChallenge Simulation Getting Started Your second action should be to click on the Strategy button in the middle oval box of the Title Page see p 1 and summarize the strategy you are planning to adopt Include any revision you may have during the simulation for instance after having gathered more information on the organisation and its managers Click on Home when completed EduChallenge 0 9 Home Org Chart Networks History Score Strategy Mission Notebook Our STRATEGY The key points of our strategy are EduChallenge 0 9 This is your first challenge To develop and agree on an implementation strategy stating clearly how you as ateam will intervene at Humfeld University s Graduate School of Management GSM and succeed in achieving your mission in the next 6 months Our Change Agents team Team name amp m Our Team Your Implementation Strategy should include considerations related to gt the ofthe diffusion of AcadQual at GSM e g top down bottom up horizontally gt in which you might want t
31. significant rethinking of current teaching structures units methods evaluation the permeability between disciplines and institutions as well as measures aimed at enhancing academic quality and the employability of graduates for more information see TRENDS 2003 Progress towards the European Higher Education Area S Reichert und C Tauch European Commission Directorate General for Education and Culture The key idea underlying the Bologna Process similarly to analogous processes launched worldwide is that conventional assumptions about students the collegiate experience learning teaching and assessment will not serve higher education well in the 21st century Collectively the trends clearly require educators i e faculty members and administrators alike to re examine and probably transform current assumptions zi The Bologna Process is the most important and wide ranging reform of higher education in Europe for almost 40 years It provides a clear message and ambitious targets for European Higher Education Institutions and its implementation involves a significant rethinking of current teaching structures units methods evaluation the permeability between disciplines and institutions as well as measures aimed at enhancing academic quality and the employability of graduates for more information see TRENDS 2003 Progress towards the European Higher Education Area S Reichert und C Tauch European Com
32. ticle is about the generic advantages of Quality Assurance Systems and the features of AcadQual DIRECTIVE Try to convince the Dean to send out a directive to everybody insisting that they start using AcadQual in two weeks time 5 days NOTE You spend several days writing a draft of this directive to give to the Dean THE SANDWICH suggest to a group of selected individuals who already show strong interest in AcadQual but whose hierarchical superiors the Institute Heads the Deputy Dean or the HR amp Administration Director are still unconvinced that they should lobby the Dean to push them to proceed faster with the implementation 4 days NOTE This initiative assumes that you have identified the appropriate persons to approach and does not require you to specify them ELECTRONIC MAIL send a brief electronic mail to everyone on the top team explaining your ideas on why a Quality Assurance Systems like AcadQual makes sense for them 1 day NOTE Everybody has an individual e mail account SPECIAL COURSE Organise for up to five individuals a three day residential training programme on the potential benefits of Quality Assurance Systems in Higher Education and how to actually use such systems 5 days NOTE You do not attend the course but it takes a considerable amount of your time to plan it In addition people can only attend such courses only once a year SCHOOL MGMT MEETING Organise a special meeting attended by t
33. titudes 3 develop a general strategy which will guide you through the project top down bottom up etc and write it down Changing the way people think and behave in organizations and particularly in Higher Education Institutions is not a simple task and often requires a combination of different tactics to be used at the right time with the right people This simulation will make it possible for you to experiment with the implementation of different change management EduChallenge 2005 p 7 initiatives but it will be your task to decide when and with whom to implement a given tactic First of all before plunging into your first decision we advise you to 1 try to understand the context in which you are going to work Remember that you have been sent by the Board Initially you only have limited information on GSM and its key stakeholders and they dont really know you either 2 review the different initiatives you will be able to launch to change people s attitudes 3 develop a general strategy which will guide you through the project top down bottom up etc and write it down If necessary you may at any point during the simulation review and adapt your strategy Good luck To leave the Mission screen click on the Home button EduChallenge 2005 p 8 EduChallenge 0 9 Org Chart Prof Stamm Head of Inst of Economics Prof Linz Chair of Microeconomics amp
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