1. The Challenge of Partnering for the IT Executive: Surveying the Landscape Ann Hill Duin August 2, 2003 ahduin@umn.edu

2. This work is the intellectual property of Ann Hill Duin. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires the permission of the author. August, 2003

3. The past few years have been tough ones for higher education and for campus IT departments. Shrinking budgets and expanding needs have forced IT leadership to either think and act strategically or to see years of progress swept away as services decline and faculty lose confidence in the IT organization’s ability to deliver. Nowhere is this more true than in instructional technology as its supporters attempt to identify and focus resources on the technological strategies that have the most impact on learning and seek out ways to multiply and leverage resources, especially by partnering both on and off campus. http://www.educause.edu/conference/sac/2003/ues.asp

4. Minnesota Virtual U partners ¤ Governor’s Workforce Development Council Governor’s Workforce Development Council ¤ Minnesota Department of Children, Families, and Learning Minnesota Department of Children, Families, and Learning ¤ Minnesota Department of Economic Security Minnesota Department of Economic Security ¤ Minnesota Department of Trade and Economic Development Minnesota Department of Trade and Economic Development ¤ Minnesota Higher Education Services Office Minnesota Higher Education Services Office ¤ Minnesota Office of Technology Minnesota Office of Technology ¤ Minnesota Private College Council Minnesota Private College Council ¤ Minnesota State Colleges and Universities Minnesota State Colleges and Universities ¤ University of Minnesota University of Minnesota

5. www.mnvu.org

6. www.iseek.org

7. Definition of a Learning Marketspace: An Internet gateway through which learners, employers, and learning providers are drawn together into a dynamic partnership that creates value for learners, enhances economic development, and engages institutions in meeting the lifelong learning needs of twenty-first century learners (2001, xvii).

8. From Learning Anytime Anywhere Project (LAAP) participants “No one ever considered talking about how to partner. They just assumed we all knew how – that it [knowing how to collaborate] was somehow innate.”

9. Three points 1. Attitude 2. Readiness 3. Commitment

10. Landscape Assess the changing HE / IT landscape Consider your attitude toward partnering

11. Let’s Assess Your Understanding of this Changing Landscape

12. Over the past 10 years, the number of 4-year, for-profit institutions grew by A. 50% B. 125% C. 266% D. 388%

13. Over the past 10 years, the number of 4-year, for-profit institutions grew by A. 50% B. 125% C. 266% D. 388% www.futuresproject.org

15. What percent of Fortune 500 companies have a corporate university? A. 20% B. 40% C. 60% D. 100%

16. What percent of Fortune 500 companies have a corporate university? A. 20% B. 40% C. 60% D. 100%

17. Sylvan Learning Systems has purchased controlling interests in universities in all but which of these countries? A. Chile B. Spain C. Turkey D. United States

18. Sylvan Learning Systems has purchased controlling interests in universities in all but which of these countries? A. Chile B. Spain C. Turkey D. United States

19. Universitas 21, a consortium of 18 universities from 10 countries, has a combined operating budget of A. 9.5 billion B. 19.5 billion C. 50.5 billion D. 100.5 billion

20. Universitas 21, a consortium of 18 universities from 10 countries, has a combined operating budget of A. 9.5 billion B. 19.5 billion C. 50.5 billion D. 100.5 billion

21. What publication lists 152 online graduate degree programs? A. London Times B. The Chronicle C. NY Times D. U.S. News and World Report

22. What publication lists 152 online graduate degree programs? A. London Times B. The Chronicle C. NY Times D. U.S. News and World Report

23. A group of 7 community colleges in Iowa put an associate of arts program online. It took them how long? A. 3 months B. 6 months C. 1 year D. 2 years

24. A group of 7 community colleges in Iowa put an associate of arts program online. It took them how long? A. 3 months B. 6 months C. 1 year D. 2 years

26. Ann, Good evening. Great to hear from you. The stats below are close: FY03 enrollments 9,500 enrollments FY04 estimated at 12,000 We now have 115 online instructors - over 120 courses - and 200 sections for Fall 03 And we are now all accredited to offer associate degrees online. Hope all is well for you. Take care. Chuck

27. This person developed a theory as to why traditional companies are rarely able to invest in disruptive technologies until it is too late. A. Schrage, M. B. Christensen, C.M. C. Kelly, K. D. De Pree, M.

28. This person developed a theory as to why traditional companies are rarely able to invest in disruptive technologies until it is too late. A. Schrage, M. B. Christensen, C.M. C. Kelly, K. D. De Pree, M.

29. www.disruptivetechnologies.com /

30. Successful online universities such as the U. of Phoenix Online now have current annual revenues of over … A. 10 million B. 100 million C. 200 million D. 500 million

31. Successful online universities such as the U. of Phoenix Online now have current annual revenues of over … A. 10 million B. 100 million C. 200 million D. 500 million

32. Higher education primarily looks to what sector in its design, development, and implementation of partnerships? A..edu B..org C..com D..net

33. Higher education primarily looks to what sector in its design, development, and implementation of partnerships? A..edu B..org C..com D..net

34. “Educational resources will only grow through partnerships with industry.”

35. Let’s consider your attitude toward partnering

36. Partnership Stressors Checklist 1. I am uncomfortable giving up control in a partnership. 2. I do not feel I can totally trust my partner. 3. Partnerships feel like too much work. 4. Partnerships create too much conflict. 5. Partnerships never get anything accomplished. 6. Depending on another person creates stress for me. 7. I dislike having to discuss things about myself. Stephen Dent, Partnering Intelligence, 1999, p.166

37. Partneringintelligence.com www.partneringintelligence.com/assessment.cfm www.partneringintelligence.com/assessment.cfm

38. Six Attributes of Leadership Skills for Partnering ¤ Past/future orientation in decision making ¤ Comfort with change ¤ Win-win orientation ¤ Comfort with interdependence ¤ Ability to trust ¤ Self-disclosure and feedback

39. Collabronauts Rosabeth Moss Kanter, Evolve!, 2001, p. 137 They journey from their home organization to forge new alliances and to explore creative opportunities, like leaving their home planet to bring back knowledge of strange new worlds and new civilizations… The best collabornauts are good at making connections, both human and intellectual. They are constantly on the lookout for new ways to benefit from combining forces with partners. They venture into unfamiliar territory, make deals, and return with knowledge that transforms their home world.

40. They bring organizations closer together, introduce people, and build relationships among groups that can initially seem like aliens to one another. They work out complicated dealings between and among partners, manage rumors, mount peace-keeping missions, and solve problems. They use personal friendships and powers of persuasion to sell people on the importance of helping a partner. They convince their colleagues to forget the old rules and try something new, something that comes with having partners.