Collaborating with faculty is an integral part of the instructional designer's role. However, faculty can be skeptical regarding the added value of the instructional designer's expertise and contribution in helping them (Intentional Futures, 2016). Additionally, instructional designers experience a high degree of job misperception and struggle to advocate for clear and defined roles (Drysdale, 2018). Four primary responsibilities of instructional designers in higher education were defined by evaluating the industry standard models of instructional design, comparing their structure and usage for relevance to the consultative role designers assume in higher education. The collaborative designer piece was missing from the literature leading to the development of the collaborative mapping model (CMM) that puts relationship at the center of higher education instructional design and addresses issues of scale, quality, and empowerment. Development of the CMM was informed by several key theories and concepts, including authentic leadership theory (Kiersch & Byrne, 2015), shared leadership theory (Bolden, 2011), and appreciative inquiry (Kadi-Hanifi et al., 2014). After several years of implementation and refinement, the preliminary research described here was conducted to examine the effectiveness of the model toward facilitating the collaborative relationship between instructional designer and faculty. Fifty faculty who had designed a course in partnership with an instructional designer through the CMM were surveyed regarding their experience with the process. Among the results, 92% of the 37 respondents indicated an improvement in the quality of their courses and 73% indicated that they saved time by working with an instructional designer in the CMM. Key themes included an increased value and respect for the expertise of the instructional designer, a significant improvement to the quality of online courses designed and developed through the CMM, and enthusiasm for continued collaboration with instructional designers. This study describes the development of the model, an overview of theoretical influences and processes, and the results of research examining the effectiveness of the CMM of instructional design. Drysdale, J. (2019). The collaborative mapping model: Relationship-centered instructional design for higher education.
Mobile devices provide information access all the time and everywhere. The manner in which we access data has become a fulcrum of our social, vocational, and educational ethos. The developing mediums by which information is engaged are establishing themselves as a pervasive part of our ecology. People expect to be able to perform life tasks-work, study, and play-all the time and everywhere. This reality is transforming education and a 21st century pedagogy is emerging which necessitates a research-informed approach to the integration of theory and praxis. As mobility affords new and exciting ways to engender informal learning within the academy, we will explore an evidence-based pedagogy that augments, extends, and constructs learning as a result of mobility’s affordances.
Mobile devices provide information access all the time and everywhere. The manner in which we access data has become a fulcrum of our social, vocational, and educational ethos. The developing mediums by which information is engaged are establishing themselves as a pervasive part of our ecology. People expect to be able to perform life tasks-work, study, and play-all the time and everywhere. This reality is transforming education and a 21st century pedagogy is emerging which necessitates a research-informed approach to the integration of theory and praxis. As mobility affords new and exciting ways to engender informal learning within the academy, we will explore an evidence-based pedagogy that augments, extends, and constructs learning as a result of mobility's affordances.
Although instructional designers are experienced and positioned to be leaders in online learning (Shaw, 2012), it was not previously known how organizational structures influenced their ability to act as leaders in their institutions. This problem warranted a deep exploration of the organizational structures for instructional design teams in higher education. This qualitative, multi-case study consisted of 3 individual universities each with a different organizational structure profile. Data were collected through semistructured interviews and document analysis with participants in 3 key roles at each institution: dedicated instructional designer, online faculty member, and online learning administrator. The research culminated in within-case analyses of each institution and a comparative case analysis of all 3 studied institutions. The results of the study revealed that the organizational structure that most positively influenced instructional design leadership was a centralized instructional design team with academic reporting lines. The results also showed that decentralized instructional designers experienced significant disempowerment, role misperception, and challenges in advocacy and leadership, while instructional designers with administrative reporting lines experienced a high level of role misperception specifically related to technology support. Positional parity between dedicated instructional designers and faculty, in conjunction with implementation of the recommended organizational structure, was found to be critical to empowering designers to be partners and leaders.
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