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Design thinking to co-create Hyflex learning spaces 

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Design thinking to co-create Hyflex learning spaces 

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Using design thinking to create engaged ‘HyFlex Learning’ learning spaces | Advance HE

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On a recent visit to Advance HE members in Dubai, Dr Kay Hack (Lead Consultant Education) had the opportunity to visit the Mohamed Bin Zayed University of Artificial Intelligence (MBZUAI), where she met with Dr David Santrandreu, Head of Educational Program Development. In this blog, Dr Santrandreu explains how they took a design thinking approach to developing their Hyflex classrooms.

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Using personas is a really engaging and fruitful process.

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Using personas is a really engaging and fruitful process.

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Broaden your search for participants in the process of design thinking, don't always go for the obviously engaged students, members of staff and wider stakeholders

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empowering and creative space for innovative solutions for issues.

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Is there a model that can actually demonstrate impact and value beyond ROI, how do we influence senior members of exec or board to take a leap of faith in non financial measures for improving student and staff benefits.

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How can universities actually measure the impact of digital transformation. Successful transformation so that you could allow comparison between apples and pairs.

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Development opportunities for University Board Members - Could the sector offer support for the often no educational members of boards.

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Could Jisc help benchmark practice across the sector. Enabling comparison across the sector in digital transformation, ambition etc

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Exeter are working up their design principles as part of their journey, the group suggested that Jisc could help by publishing a sector wide glossary -

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Real lack of definition or terms being used across the sector. Do we need a glossary of terms for the sector, defining what we actually mean as a sector.

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Feasibility ,viability and desirability....

By going through the process you create a solution that may not delivereable, but as you boil it down, you maximise what is possible from the tools, funding that you may have

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Design thinking can be good at breaking down silos through the various activities such as ideation.

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How to avoid group think, there is always a chance that when you a group of participants that reinforce or focus in to issues that may not be real focus.

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Using the Iceberg model. Start with the problem at the top and then build out and downwards to what the issues are, what the systems may be that need reviewing, continue until you identify the real issue

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The top table needs to understand their role, enabling the institution to change and not be delve into detail. Digital leadership .... is key to drive change.

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Taking the conversation from doing things because we need to do... to actually understanding digital transfomation and driving change.

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Processes can be seen as individuals item - it's very personal for them and resistance to change can be easily observied

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Mapping processes with multiple teams is really useful to share understanding of challenges and potential soluitons.

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Design thinking, is it a long process. It can be short or long, a iterative approach is often good to create a design loop that is constantly revisited.

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Agree a uniformity of approach, practice has to be challenged, but if there is a real need for change and it can be justified, then change should be cosidered.

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Need to challenge the long held norms.

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Control and consistency of systems that allow academic freedom and choice - a very challenging situation

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It is not always clear who owns what - systems and processes (and in governance)

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Silos and complexity. We never challenge the cost of complexity, challenge of change and maintain.... does it add value.

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Are newcomers to DTX prone to over complicated expensive projects?

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Resource imbalance between the physical estate and digital estate.

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Digital transformation vs Digital Services (IT) is there a conflict

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Digital transformation vs Digital Services (IT) is there a conflict

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Design thinking can enable staff to consider solutions,

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People need to have an understanding of the capabilities of technology with realistic perimeters.

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What is the balance between centralised consistent approach and allowing local solutions to meet eg subject need

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The group thought that having a dedicated team like Exeter, to drive digital transformation was a positive thing.

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Significant resource is going in to the wider digital experience for students, enrolment was cited as an example. Investment not just going toward L&T activity. There is realisation of a holistic digital experience

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Exeter is focusing on the wider digital experience, not currently deep diving into L&T

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Creating scenarios of how tools could be used, it can sway a conversation away from pre determined ideas that senior leaders hold. 

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Creating scenarios of how tools could be used, it can sway a conversation away from pre determined ideas that senior leaders hold. 

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It helps senior leaders realise it's more than just the technology - it's about people and process.

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Senior leadership needing to see that digital is more than technology

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Make considered evaluations of tools and approaches, as mistakes can be costly (an out of sector example)

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Mismatch between senior leaders want instant solutions versus longer term planning and product development.

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Split between UX and focus on organisational capability.

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Directing thoughts and actions towards solutions.

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Creative process (considered a natural fit for Exeter) being in the problem space enables solutions to be created.