3.8. Models and frameworks
3.8.1. Understanding the concepts
This section will outline some of the models and frameworks which you might find useful in understanding organisational issues and their relationship to MLE developments. Aspects of this are also considered in sections 'Requirements specification' and 'MLE Design'. The approaches outlined in the sub-section can be used in a number of ways:
As a framework against which to understand your findings
As a benchmark to relate your MLE experiences against others
As a shared framework for engaging stakeholders in dialogue
As a planning tool for future developments
This is important because opinions on the nature and role of an MLE, and the role of e-learning specifically, vary across different stakeholders and include:
Cost savings
Quality enhancement
MLE implementation as primarily administrative
MLE implementation as primarily concerned with widening access
The next section on 'gathering requirements' will explore these viewpoints in more detail.
Typically there will not be a common consensus across stakeholders of the reasons and benefits of e-learning. Considering your institutional context against a variety of different models will help to highlight different aspects and perspectives. Two examples are described - the use of modelling and metaphors.
3.8.2. Modelling
The viable system model (VSM) is a technique for modelling institutions drawn from management cybernetics. It provides a way of exposing and understanding the underlying structures and functions of an organisation. The cybernetic methodology is cyclical and iterative in nature and consists of the following stages:
Observing - finding out about the problem
Describing - structuring the problem
Modelling vReporting - diagnosis and design
Implementing
The benefit of systems thinking is that it encourages both stakeholders and designers to think in loops and develop a shared understanding of the problem domain. In particular it allows them to develop a clearer understanding of the nature and intended function of an MLE within their institutional context and what the perceived benefits of an MLE will be to the institution and their individual perspectives. More detail on this is provided in the resources for this section.
The Unified Modelling Language (UML) can be used to produce a structured model of the operational and functional processes of the institution, from which the technical specification and associated system can be produced. Many of the Building MLEs in HE projects found the use of UML and its associated tools as a valuable modelling technique. However, some found the method over-heavy for their needs so you should think carefully again about your own needs and associated time and resource constraints. A basic introduction to UML is included in the Process Review infoKit and more information on UML can be found later in this infoKit in the section on design.
3.8.3. Metaphors
Organisations are complex and paradoxical and can be interpreted in many different ways. Organisational analysis can be a valuable means of reading and understanding organisations. Understanding can be developed through the use of metaphors and images to describe the nature of the organisation, which can then be used as practical tools for designing new organisational structures and functions, and for diagnosing any problems or management issues associated with your MLE development. The use of metaphor implies a way of thinking and seeing which shapes understanding. A useful set of metaphors has been developed by Gareth Morgan who suggests that you might want to think about your organisation as a:
Machine
Organism
Brain
Culture
Political system
