Critical aspects in educational development through a cultural approach
Change in microcultures follows when the what-, who-, or how-aspect changes. Change can start in one of the three aspects but eventually they may all change. Members are likely to engage in restoration of order when a disruption is noticed. Through a process of complex contagion, however, they can change. These processes are slow and they are characterised by repeated interaction between parties that trust each other. This is one way of conceiving cultural change in higher education organisations.
For educational developers the above may present an entry point for a discussion on what the mechanism behind cultural change is. Especially the idea put forward by Vollmer, that the what-, the how-, and the who-aspect potentially reveal an opening, since various strategies can be deployed in different contexts targeting one or more of the three aspects. It is likely that even if the change may start in one of these aspects, sustainable change in culture will become visible through a change in all of them.
It is also an aspiration built into this text, to inspire educational developers to deepen their understanding, through the use of research in related fields, of how development of organisational cultures can be reached through educational development interventions. The text thereby, potentially, contributes to what Sutherland has invited us to do: to think more broadly about the academic development project.
For educational developers the above may present an entry point for a discussion on what the mechanism behind cultural change is. Especially the idea put forward by Vollmer, that the what-, the how-, and the who-aspect potentially reveal an opening, since various strategies can be deployed in different contexts targeting one or more of the three aspects. It is likely that even if the change may start in one of these aspects, sustainable change in culture will become visible through a change in all of them.
It is also an aspiration built into this text, to inspire educational developers to deepen their understanding, through the use of research in related fields, of how development of organisational cultures can be reached through educational development interventions. The text thereby, potentially, contributes to what Sutherland has invited us to do: to think more broadly about the academic development project.
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