Transitional periods in a person’s life occur when he or she encounters a situation that changes his or her naive theory (or system of construction) of the way the world is ordered. They can create anxiety, hostility, and/or guilt and can also be opportunities to change one’s constructs and the way one views the world.

“The capacity of an individual, community or system to adapt in order to sustain an acceptable level of function, structure, and identity”

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Self-disclosure is something that we would probably all like to control. There’s a lot of literature on self-disclosure in many settings, and it is clearly recognised as important in several ways. I like the concept of self-disclosure, because it is a positive concept, in contrast to the rather negative idea of privacy. Privacy is, as its name suggests, a “privative” concept. Though definitions vary greatly, one common factor is that definitions of privacy tend to be in terms of the absence of something undesirable, rather than directly as the presence of something valuable.

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Back in 2002, CETIS (through the CRA) had a small team working with “LIPSIG”, the CETIS special interest group involved with Learner Information (the “LI” of “LIPSIG”). Except that “learner information” wasn’t a particularly good title. It was also about the technology (soon to be labelled “e-portfolio”) that gathered and managed certain kinds of information related to learners, including their learning, their skills – abilities – competence, their development, and their plans. It was therefore also about PDP — Personal Development Planning — and PDP was known even then by its published definition “a structured and supported process undertaken by an individual to reflect upon their own learning, performance and/or achievement and to plan for their personal, educational and career development”.

There’s that root word, support (appearing as “supported”), and PDP is clearly about an “individual” in the learner role. Portfolio tools were, and still are, thought of as supporting people: in their learning; with the knowledge and skills they may attain, and evidence of these through their performance; their development as people, including their learning and work roles.

If you search the web now for “learner support”, you may get many results about funding — OK, that is financial support. Narrowing the search down to “technology for learner support”, the JISC RSC site mentions enabling “learners to be supported with their own particular learning issues”, and this doesn’t obviously imply support for everyone, but rather for those people with “issues”.

As web search is not much help, let’s take a step back, and try to see this area in a wider perspective. Over my 10 years involvement with CETIS, I have gradually come to see CETIS work as being in three overlapping areas. I see educational (or learning) technology, and related interoperability standards, as being aimed at:

• institutions, to help them manage teaching, learning, and other processes;
• providers of learning resources, to help those resources be stored, indexed, and found when appropriate;
• individual learners;
• perhaps there should be a branch aimed at employers, but that doesn’t seem to have been salient in CETIS work up to now.

Relatively speaking, there have always seemed to be plenty of resources to back up CETIS work in the first two areas, perhaps because we are dealing with powerful organisations and large amounts of money. But, rather than get involved in those two areas, I have always been drawn to the third — to the learner — and I don’t think it’s difficult to understand why. When I was a teacher for a short while, I was interested not in educational adminstration or writing textbooks, but in helping individuals learn, grow and develop. Similar themes pervade my long term interests in psychology, psychotherapy, counselling; my PhD was about cognitive science; my university teaching was about human-computer interaction — all to do with understanding and supporting individuals, and much of it involving the use of technology.

The question is, what does CETIS do — what can anyone do — for individual learners, either with the technology, or with the interoperability standards that allow ICT systems to work together?

The CETIS starting point may have been about “learner information”, but who benefits from this information? Instead of focusing on learners’ needs, it is all too easy for institutions to understand “learner information” as information than enables institutions to manage and control the learners. Happily though, the group of e-portfolio systems developers frequenting what became the “Portfolio” SIG (including Pebble, CIEPD and others) were keen to emphasise control by learners, and when they came together over the initiative that became Leap2A, nearly six years ago, the focus on supporting learners and learning was clear.

So at least then CETIS had a clear line of work in the area of e-portfolio tools and related interoperability standards. That technology is aimed at supporting personal, and increasingly professional, development. Partly, this can be by supporting learners taking responsibility for tracking the outcomes of their own learning. Several generic skills or competences support their development as people, as well as their roles as professionals or learners. But also, the fact that learners enter information about their own learning and development on the portfolio (or whatever) system means that the information can easily be made available to mentors, peers, or whoever else may want to support them. This means that support from people is easier to arrange, and better informed, thus likely to be more effective. Thus, the technology supports learners and learning indirectly, as well as directly.

That’s one thing that the phrase “technology for learner support” may miss — support for the processes of other people supporting the learner.

Picking up my personal path … building on my involvement in PDP and portfolio technology, it became clear that current representations of information about skills and competence were not as effective as they could be in supporting, for instance, the transition from education to work. So it was, that I found myself involved in the area that is currently the main focus of my work, both for CETIS, and also on my own account, through the InLOC project. This relates to learners rather indirectly: InLOC is enabling the communication and reuse of definitions and descriptions of learning outcomes and competence information, and particularly structures of sets of such definitions — which have up to now escaped an effective and well-adopted standard representation. Providing this will mean that it will be much easier for educators and employers to refer to the same definitions; and that should make a big positive difference to learners being able to prepare themselves effectively for the demands of their chosen work; or perhaps enable them to choose courses that will lead to the kind of work they want. Easier, clearer and more accurate descriptions of abilities surely must support all processes relating to people acquiring and evidencing abilities, and making use of related evidence towards their jobs, their well-being, and maybe the well-being of others.

My most recent interests are evidenced in my last two blog posts — Critical friendship pointer and Follower guidance: concept and rationale — where I have been starting to grapple with yet more complex issues. People benefit from appropriate guidance, but it is unlikely there will ever be the resources to provide this guidance from “experts” to everyone — if that is even what we really wanted.

I see these issues also as part of the broad concern with helping people learn, grow and develop. To provide full support without information technology only looks possible in a society that is stable — where roles are fixed and everyone knows their place, and the place of others they relate to. In such a traditionalist society, anyone and everyone can play their part maintaining the “social order” — but, sadly, such a fixed social order does not allow people to strike out in their own new ways. In any case, that is not our modern (and “modernist”) society.

I’ve just been reading Herman Hesse’s “Journey to the East” — a short, allegorical work. (It has been reproduced online.) Interestingly, it describes symbolically the kind of processes that people might have to go through in the course of their journey to personal enlightenment. The description is in no way realistic. Any “League” such as Hesse described, dedicated to supporting people on their journey, or quest, would practically be able to support only very few at most. Hesse had no personal information technology.

Robert K. Greenleaf was inspired by Hesse’s book to develop his ideas on “Servant Leadership“. His book of that name was put together in 1977, still before the widespread use of personal information techology, and the recognition of its potential. This idea of servant leadership is also very clearly about supporting people on their journey; supporting their development, personally and professionally. What information would be relevant to this?

Providing technology to support peer-to-peer human processes seems a very promising approach to allowing everyone to find their own, unique and personal way. What I wrote about follower guidance is related to this end: to describe ways by which we can offer each other helpful mutual support to guide our personal journeys, in work as well as learning and potentially other areas of life. Is there a short name for this? How can technology support it?

My involvement with Unlike Minds reminds me that there is a more important, wider concept than personal learning, which needs supporting. We should be aspiring even more to support personal well-being. And one way of doing this is through supporting individuals with information relevant to the decisions they make that affect their personal well-being. This can easily be seen to include: what options there are; ideas on how to make decisions; what the consequences of those decision may be. It is an area which has been more than touched on under the heading “Information, Advice and Guidance”.

I mentioned the developmental models of William G Perry and Robert Kegan back in my post earlier this year on academic humility. An understanding of these aspects of personal development is an essential part of what I have come to see as needed. How can we support people’s movement through Perry’s “positions”, or Kegan’s “orders of consciousness”? Recognising where people are in this, developmental, dimension is vital to informing effective support in so many ways.

My professional interest, where I have a very particular contribution, is around the representation of the information connected with all these areas. That’s what we try to deal with for interoperability and standardisation. So what do we have here? A quick attempt at a round-up…

• Information about people (learners).
• Information about what they have learned (learning outcomes, knowledge, skill, competence).
• Information that learners find useful for their learning and development.
• Information about many subtler aspects of personal development.
• Information relevant to people’s well-being, including
  • information about possible choices and their likely outcomes
  • information about individual decision-making styles and capabilities
  • and, as this is highly context-dependent, information about contexts as well.
• Information about other people who could help them
  • information supporting how to find and relate to those people
  • information supporting those relationships and the support processes
  • and in particular, the kind of information that would promote a trusting and trusted relationship — to do with personal values.

I have the strong sense that this all should be related. But the field as a whole doesn’t seem have a name. I am clear that it is not just the same as the other two areas (in my mind at least) of CETIS work:

• information of direct relevance to institutions
• information of direct relevance to content providers.

Of course my own area of interest is also relevant to those other players. Personal well-being is vital to the “student experience”, and thus to student retention, as well as to success in learning. That is of great interest to institutions. Knowing about individuals is of great value to those wanting to sell all kinds of services to to them, but particularly services to do with learning and resources supporting learning.

But now I ask people to think: where there is an overlap between information that the learner has an interest in, and information about learners of interest to institutions and content providers, surely the information should be under the control of the individual, not of those organisations?

What is the sum of this information?

Can we name that information and reclaim it?

Again, can people help me name this field, so my area of work can be better understood and recognised?

If you can, you earn 10 years worth of thanks…

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Detailing this vision will prepare the ground for thinking about technology to support the relationships and the learning that results from them, which will fill the space left when traditional control hierarchies no longer work well.

The motivation for the idea

Where do people get their direction from? What or who guides someone, and how? How do people find their way, in life, in education, in a work career, etc.? How do people find a way to live a good and worthwhile life, with satisfying, fulfilling work and relationships? All big questions, addressed, as circumstances allow, by others involved in those people’s education, in their personal and professional development, in advice and guidance, coaching and mentoring; as well as by their family and friends.

In my previous post I set out some related challenges. Since then, I was reminded of these kinds of question by a blog post I saw via Venessa Miemis.

To put possible answers in context: in traditionalist societies I would expect people’s life paths to have relatively few options, and the task of orientation and navigation therefore to be relatively straightforward. People know their allotted place in society, and if they are happy with that, fine. But the appropriate place for this attitude is progressively shrinking back into the childhood years, as the world has ever more variety — and ever less certainty — available to adults. Experts often have more options to hand than their own internal decision making can easily process. Perhaps I can illustrate this from my own situation.

Take CETIS, where I currently have a 0.6 FTE contract. It’s a brilliant place to work, within the University of Bolton’s IEC, with so many people who seem somehow to combine expertise and generosity with passion for their own interesting areas or work. It has never felt like a hierarchical workplace, and staff there are expected to be largely self-determining as well as self-motivated. While some CETIS people work closely together, I do so less, because other staff at Bolton are not so interested in the learner-centred side of learning technology and interoperability. Working largely by myself, it is not so easy to decide on priorities for my own effort, and it would be hard for anyone else to give an informed opinion on where I would best devote my time. Happily, the norm is for things to work out, with what I sense as priorities being accepted by others as worthwhile. But what if … ? It’s not the norm in CETIS culture for anyone to be told that they must stop doing what they think is most worthwhile and instead do something less appealing.

Or take Unlike Minds (“UM”), with whom I am currently investigating collaboration, both for myself and for CETIS. UM is a “capability network” — essentially a non-hierarchical grouping of people with fascinatingly rich and diverse backgrounds and approaches, but similarities of situation and motivation. Here, the starting point is that everyone is assumed to be independent and professional (though some, like me, have some employment). It is a challenge to arrange for very busy independent associates to spend significant amounts of their own time “following” the work of other UMs. But if they did so, they might well be able to contribute to filling any orientation deficit of others, as they would in turn be helped if they wanted. I would expect that the more colleagues know about each other’s work, the more they can help focus motivation; the richer will be the collective UM culture; and the more effective UM will become as a capability network.

I mention just these two, because I have personal knowledge, but surely this must apply to so many new-style organisations and networks that shun being governed ultimately by the necessity to maximise profit. Often no one is in a position to direct work from “the top”, either because the management simply don’t have the deep specialist knowledge to work out what people should be doing, or because there is no governance that provides a “top” at all. The risk in all of these cases is of a lack of coordination and coherence. There is also a risk that individuals perform below their potential, because they are not getting enough informed and trusted feedback on their current activities. How many independent workers these days, no matter how supposedly expert, really have the knowledge to ensure even their own optimum decisions? Very few indeed, I guess, if for no other reason that there is too much relevant available knowledge to be on top of it all.

Then there is the danger of over-independent experts falling into the trap of false guru-hood. Without proper feedback, where followers gather largely in admiration, a talented person may have the illusion of being more correct than he or she really is. Conversely, without dedicated and trusted feedback, the highly talented who lack confidence can easily undervalue what they have to offer. The starting point of my previous post was the observation that people are not reliable judges of their own abilities or personality, and the mistakes can be made in either direction.

That is my broad-brush picture of the motivation, the rationale, or the requirement. So how can we address these needs?

The essence of follower guidance

I will refer to the person who is followed, and who receives the guidance, as the “mover”; the other person I will call the “follower guide”. Here are some suggestions about how such a system could work, and they all seem to me to fit together.

• Follower guidance is not hierarchical. The norm is for everyone to play both roles: mover and guide. Otherwise the numbers don’t add up.
• Each mover has more than one follower guide. In my own experience, it is much more persuasive to have two or three people tell you something than one alone. The optimal number for a balance between effort and quality (in each situation and for each person) may vary, but I think three might be about right in many cases. The follower guidance idea differs from co-counselling.
• The mentor role is different. There is a role for someone like a mentor, but in a follower guidance culture they would not be delivering the guidance, but rather trying to arrange the best matching of movers with follower guides.
• Arrangements are by mutual agreement. It is essential that the mover and follower guide both want to play their roles with each other. Reluctant participants are unlikely to work. Good matches may be helped through mentoring.
• Follower guides start by following. Central to the idea is that follower guides know the movers well, at least in the area which they are following. Guidance suggestions will then be well-informed and more likely to be well received, growing trust.
• Follower guides may select areas to follow. The mover needs to spell out the areas of work or life that may be followed; but follower guides cannot be expected to be interested in all of someone’s life and work — nor can a mover be expected to trust people equally in different areas.
• Follower guides offer questions, suggestions and feedback naturally. Dialogue may be invited through questions or personal suggestions, whenever it seems best. Movers may or may not accept suggestions or address questions; but they are more likely to respond to ideas that come from more than one follower guide.
• The medium of dialogue needs to be chosen. Positive reinforcement is naturally given openly, e.g. as a comment on a blog post, or a tweet. The media for questions and critical feedback needs to be judged more carefully, to maintain trust. This is one way in which follower guidance may differ from simple following.
• Follower guides are committed. Movers should be able to rely on their follower guides for feedback and opinion when they need it. That means the follower guides have to stay up to date with the mover’s actions or outputs. This is only likely if they have a genuine interest in the area of the mover’s work they are following. This also will help build trust.
• Time spent should not be burdensome. If following comes from genuine interest, the time spent should be a natural part of the follower guide’s work. In any case, one can follow quite a lot in, say, half an hour a week. If guidance is natural, spontaneous and gentle, it may be delivered very briefly.
• Follower guides should not all be older or wiser. This may be appropriate for mentors, but there is value in ideas from all quarters, as recognised in the idea of 360° feedback. Anyway the numbers would not work out.
• Values fit needs care. Trust will be more easily established the better the values fit. The more secure and confident a mover is, the more they may be able to benefit from feedback from follower guides outside their value set.
• Trust needs to be built up over time and maintained. Mentoring may help people to trust and to be trustworthy. If trust is nevertheless lost, it is unlikely that a follower guidance relationship would continue.
• The follower guidance practices should be followed and guided. How could this best be done? Perhaps a question for the cyberneticians?

What do you think about the importance of each one of these points? I’d like to know. And could you imagine practising either side of this kind of relationship? Who with? What would come easily, what would you enjoy, and what would be challenging?

Where does this take us?

This concept is too large to be easily digested at one sitting. I hope I have given enough motivation and outline of the general idea that readers get the sense of what I am trying to get at. I’ve outlined above the way I could see it working, but there is so much more detail to work out. Depending on the response to this post, I will take the ideas forward here or elsewhere.

I do think that this kind of envisioning plays a useful part in the life of CETIS and the IEC. Colleagues are most welcome to criticise the ideas, and link them up to other research. If there already is related practice somewhere, that would be good to know. If people see what I am getting at, they can offer alternative solutions to the challenges addressed. Then, we might think about the kinds of (learning or educational) technology that might support such practices, and the information that might be managed and communicated. We might be able to see links with existing technologies and practices.

In the terms of Robert Kegan, I’m pointing towards a challenge of “modern” life, not, as Kegan focuses more on, in the transition between traditionalist and modern, but rather a challenge inherent in the individualistic nature of current modernism. As Brian said (in Monty Python’s “Life of Brian”) “You’ve all got to work it out for yourselves.” “Don’t let anyone tell you what to do!” This advice can help people grow to a maturity of individualism, but can also hold people back from further growth, through what Kegan calls “deconstructive postmodernism” towards
“reconstructive postmodernism”.

Most significant to me would be the attempt to implement a system such as this that I could participate in myself. This would include my trusted follower guides coming back to me with comments on this post, of course … At the time of writing, thanks to Neil and Alan for commenting on the preceding post, and I very much appreciate those kinds of comment.

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