It’s not as odd as it sounds, but innovations in spaghetti sauce (and Pepsi, and mustard) might hold clues as to how Glow, the Curriculum for Excellence and other ‘national’ initiatives can prove successful on the most niche of local levels.

At Learning and Teaching Scotland I’ve been leading some monthly Inspiration Sessions, today being the second one. Last month’s debates were based on Sir Ken Robinson’s Do Schools Kill Creativity?, and from it came some key points for development in the way staff might approach certain challenges. More on those later, I hope, but for the first session we kept the results on our staff forum to see what would happen. 10 times the number of views than normal is what happened; people have seen where they can move things forward for themselves. You can see some of the links we discussed on delicious.

This month, I was curious to see how the niche would be catered for in Glow and the Curriculum for Excellence, especially having recently presented a fair bit on how the social web has capitalised on small passionate communities. The basis was Gladwell’s talk on how marketers in the past forty years have discovered the niche’s power, in much the same way as Chris Anderson’s The Long Tail describes. As some of my colleagues noted, most of the ‘big deals’ in Scottish education these past few years have been “national initiatives” or “national programmes”, leaving LTS and Local Authority staff to impress the importance of local contexts and connections. It’s what Gladwell calls the “platonic dish” approach to policy: this is the right way to do it, there is no other, versus a more user-centred approach, where we empower the user to do what they want, versus an “ask the user what they want” approach, with the complication that the user doesn’t always know what they want. Gladwell puts all these three arguments forward and leaves you buzzing, recognising elements of each in every project you’ve ever done, and not entirely sure where you want to go next.

View a high quality version of the Malcolm Gladwell talk here.

It was with this meeting of minds that we had a good hour of debate, and a set of tangible actions for our teams to undertake, to help make a dent in the concept of encouraging and celebrating small, passionate groups of participation on Glow, exhibiting, if you like, what the Curriculum is all about. Some of the interesting points to come out:

• Making the many ways ‘into’ Glow explicit: with a mentor, through an online module, with a product guide, going to an event, keeping an eye on the Glow blog watch…
• Making variety more visible: showcasing interesting groups or practice. There are some technical questions about how we do this, as it’s hard to see “into” a group created at a local level, harder still to promote it to a national.
• Reinforcing the messages about localising practice through Area Advisers’ work, and with HMIe finding local good practice and innovation, reporting on it during their work.
• Every single launch event should have a “this is what Glow can do in this context”. There might even be some double-branding to drive the point home.
• We’re going to start infiltration of each other’s meetings far more often, using Glow groups of other parts of our organisation to ‘listen in’ on discussions and spot opportunities for collaboration. This will be further aided if anyone can put a date into the whole-staff diary without having to go through a colleague first.
• The calendar is useful as it currently stands on our intranet homepage, but we also need a YouTube-esque Today, Tomorrow, This Month, This Year, to alert us in good time to events happening in the near future. We will also work on an option to have it to text message via Twitter, simply by splicing in a feed from our intranet events.
• Finally, recording of presentations, while happening far more often than ever before, needs to be done as standard, with sharing on Slideshare of visuals. They might not be of use to more than a score or two of people, but the cost is almost non-existent and potential impact huge.

There are some further ideas for developing these in the delicious links I’ve been pulling together on the theme of niches. But the parting shot was an interesting take on what might be called LTS’s Extra Special Range (extending the food and supermarket metaphors to breaking point here!). We all tend to work for our customers - as Don Ledingham has put it before, his customers could be students, parents, teachers, lots of different groups depending on the product or outcome and scenario. One of our colleagues, with experience in the retail sector, talked about the customer’s customer, the theory that we are producing things not for the person who is buying the shopping but for the person for whom the good or service is intended. It raises interesting ideas again on the kind of metrics we used to guage success in Glow or of the new Curriculum. It will almost certainly not be on hits, and may not even be on ‘active users’, whatever they might look like.

However, the big question should be: “What has the impact been on a student’s education?” There are new metrics, involving our development officers, Local Authority QIOs, teachers, parents and students even evaluating the impact of the various programmes, pedagogies and tehcniques that have been employed. How, though, can that be filtered through in a meaningful way, so that those charged with trying to make things better still can do so with reliable evidence? Ideas on the virtual postcard? (or just use the comments below). 

Categories: Behind-the-scenes, Glow, Leadership, Learning and Teaching Scotland