The Online Journal of Distance Learning Administration (OJDLA) is a peer-reviewed electronic journal offered free each quarter. The journal welcomes manuscripts based on the original work of practitioners and researchers with specific focus or implications for the management of distance education programs.
Considerations for designing needs assessments of distance learning programs for informed decisions in postsecondary science, technology, engineering, and mathematics (STEM) education are explored. Needs assessment methods and models should change to keep up with developments in distance learning,…
Regular and substantive interaction (RSI) is important in education, particularly in online learning (whether hybrid, synchronous, or asynchronous). Piña & Martindale (2023) make a compelling argument on why college and university administrators must be concerned about regular and substantive…
This study validated the FORCES framework (Feedback, Organization, Response time, Communication, Empathy, and Sociability) to measure instructor social connectedness in online education. The survey was conducted at two southeastern universities with online undergraduate and graduate students…
The growth of online education is complex and multidimensional involving areas such as design and development, media, program operations, and data management. Online education divisions are multifaceted, and vital to the business operations of a university. The focus of the online education…
This pilot study examined gaps in doctoral students’ and faculty members’ effective and ethical use of Generative AI (GAI) at a large online university in the United States. It evaluated whether targeted webinars could improve understanding, confidence, and intended use of GAI in academic and…
In late July, our Distance Learning Administration Conference meets for its 26th year in Jekyll Island, Georgia. Some may find it peculiar that a conference attended by leaders in online education meets face-to-face, instead of virtually.
We wouldn't have it any other way, and there's a lot that traditional campus leaders, struggling to force students and staff to relatively quiet campuses, could learn.
We meet not only for what we learn from one another in the 60-70 concurrent sessions, but more importantly for what we learn afterwards - in one another's presence. Those informal talks on that rocking chair front porch have led to transformational change. And those sunset impromptu conversations between members of "competing" institutions have uncovered solutions that have enabled the success of thousands of online students. It's kind of magical.
And this real stuff would have never happened on Zoom.
But our students ask us, "why are they making us come to campus twice a week?" or tell us they are transferring due to a requirement that they live in the dorms.
Institutions that thrive will begin to see their spaces less as classrooms, offices, and dorm rooms, but more as meeting spaces. As places where people choose to be because they want a deep connection that does not compromise the flexibility of online and hybrid learning and teaching.
This means a fundamental shift in dialogue and space management, and redesigning curricula that focus on occasional conference-like weekends, cohort programs, meaningful career fairs, meetings with mentoring alumni, a very significant expansion of community continuing education programs, and redesigned places. It means completely letting go of the 20th century mindset
I hope to see you in July at Jekyll Island and continue this conversation more - in person.