 This is Dr. Tirumani Nandan. This is the first time I've met Tirumani in person. We've known each other on Twitter for many years. Tirumani is currently based in the UK but has worked in, well, and lives in Mauritius and has a PhD in AR. VR, sorry, not VR. Well, interdisciplinary. Yeah, interdisciplinary VR from the University of Reading. And today Tirumani will be talking about our engagement with change in academia. So Tirumani's work at the Association for Learning Technologies around anti-racism. She runs the Special Interest Group, the CIG, around that. And has done work for various organizations and agencies around diversity and representation in the sector. So, over to you. Well, so the reason for this is basically around my work around internationalization change. You've heard the keynote, you were saying was great. So that's just a continuity and actually what leads to what you heard from the keynote. Thanks, Santanu, just burst me when I need to. So apparently this time I'm going to leave it here because so I can see which slides there. How was lunch? Yum yum. You've got to be louder than that. This is change. Okay. Otherwise, I'll put you all here so that you can be loud enough. We're going to lead change here. So how was lunch? Great. Can I over deliver today and not let you sleep. There was someone who was like, oh, there's a quiet room, no time. No, you're not going to nap yet. Okay, I'm going to wake you up actually. Is it okay for you to stay focused? Okay, there is like a slight thing here. Hopefully you can see the gap. Otherwise the other one we move you all there. Okay, good. Is that all right if we stay focused for the next 15 minutes? Well, we've got that all right? So how do we stay focused? You'll have to move a bit. So what's your energy level right now? What is that adjusting? So okay, hi, low, medium, how's the energy level? Low? Okay, I don't know that medium. Okay. Medium. So we've got to put that here because change cannot happen. Wait, I can't do any change if I'm touching down. So can we quickly recharge? We'll take 10 minutes actually before the workshop. I've cut through the content of the workshop so we can actually be ready for change. So okay, the little guy on the previous slide. I'm not doing an F5 presentation so you can see apparently he's running, he's running, whatever he's running, but we don't need treadmill. I'm not going to force you into that, but I'll give you 10 seconds to do something. You'll need to answer something in your mind. Okay. I'm probably the only person in the room to have ever, including you in your mind. Don't tell me, gone. Okay, my 10 seconds so I'll have to have had to be there. So now I want you to share your experience at your table. What's been your unique experience? You've got pen, you've got posted. If you want to write it, write it. You've got two minutes. No, one minute. Now you share it at your table. Remember, you all need to share. Okay. If you want. Time is up. Now at each table. You had one minute. Okay, quickly. 10 seconds. Now at each table, the person with the longest name, last name at the table, stand up and tell me what's the most funny unique. Quick, quick, quick. Change doesn't wait for you. Who will catch the ball here. There you go. Stand up. Hi, Lizzie. Tizzy. Sorry, Tilly. Hi. The most interesting at your table. Say again. I make cider and I planted an apple orchid. Nick. Thank you, Nick. Thank you, Tilly. And now at this table, who's got the ball? Okay, you've got the ball. I'll catch it for you. Sorry, oh, I'll get it. Okay. Okay, we've got some very interesting things here. Okay. Earlier as well in the morning, I had so many interesting things in the meet and greet. So, okay, we've done that already. I'll tell you what, probably I'm the only one spare the road and spoil the child. Yesterday I was pairing the baby spider and I lost my shoe by the window. And with my height, I'm less than one meter 50. Okay, I had to get my neighbor to come rescue my shoe. So I'm pretty sure I'm the only one in the room who has done such a fiasco for all. Although I've been traveling for many meetings. What was I thinking, try to save the baby spider. Right. So anyway, how many of you have a phone now smartphone on social media. Get the phone out. Now we'll start with change grab a selfie of people at your table and tweet or master them or whatever the funniest thing either about you that you shared the unique thing about you or what was at your table tag. People at your table, you need to connect right now. Connect, be uncomfortable. Start by being uncomfortable table. We can take a picture of both. Yeah. Got that. Got that. Got that. Okay, now you need did you put it on social media already. Yeah, remember to tag all see 23 in caps letters and tag people around on the table who you're connecting to. You're going to lead change remember change cannot be done alone and feel free to tag me if you want. I'm on Twitter. Are we feeling a bit better now energy level. What's the energy level. Better. Did your average become a bit higher. No, I don't know. Yeah. Okay, otherwise I get you to stand. Okay, we moving along this table. You don't do your social media, at least one of you. That's my leading change you don't wait like when I do a lot of di work when you need to do di work, you need when there's one person having a problem you just resolve it you don't wait for 100 people to have a problem. And then, oh, it's 100 now will pass the law. 100 people should be passed, even when one person is being excluded that's leading change. And that's where this workshop is going to take you. That's what basically this exercise was also a bit about getting you to digest your food and will wait for chili. Okay, chili sales carry on will carry on. Yeah. That's fine. So, ready for uncomfortable change. Okay, so we'll go for the free W's I don't know if you've had time there was a whole blog as well that was published around this workshop. I'm going to briefly cover it because if you are here you probably or should not you're probably you should already know the free W's, which is, well, if you want to scan the QR code. You can read it later it's part of the art conference blog series. Scanning. I don't know if there are people online I don't know how to check it so. So, the first of you is why why is change needed. Any quick thing. I already have it on the on the slide. Understanding how inclusive our work is. Okay, sometimes we do work, but then have we check with everyone. Are we including everyone. We need to ask these why. And I also got on the slide surviving is not thriving. Please, please, please surviving is not thriving. How many of you are actually in a job right now that you raise of hand. Okay, I need you to be active here. How is job job is good. Okay, okay that was half a hand, half a hand. Where are the other hands you're good you happy. Anyone surviving here surviving surviving is not called thriving we need change to thrive. Otherwise what happens we just change our job we move from one place of unhappiness to one of the place of unhappiness. Now the next one is okay no before that we repeat we need to reflect and understand how inclusive our repeat line of should be louder come on change doesn't come with this energy. We should reflect and doesn't understand. Exactly. Now who's responsible for change. Yeah, you who who's responsible for change. All of us yeah you look at the slide. Anyway it was there for you to look at. So everyone everyone of us, including you know when we work in an institution very often there is this thing between SLT senior management, middle management, and then director lower management and then the cleaner who nobody even knows exists. The clean is actually the most important person in the building and the security. Trust me I've been to a uni where someone stab someone stab someone else in the university library on campus. So, am I responsible does anyone know what I mean here, am I response able. There is something which is different between responsibility and being able to take to have a response to understand that you know the difference. Okay. So this sector is everyone's business. Exactly. Now what changes needed is obviously change that needs what needs to be done. Very often what we do in academia we do this pretty you know, yesterday I was talking to a health practice practitioner who back from home from the former nurses, we have a population of 1.3 million they are doing a survey on high BP, we've only 300 people is 300 people representative of 1.3 million people. I did the maths, it's not even 0.004% I need to do change we need to do change that needs to be done we need to do the change where it needs to be done, and then change needs to be long lasting and sustainable. Now put transcending the status quo for change. How many of you are comfortable with questioning the status quo. Again, raise of hand, highly comfortable. You're surviving definitely we need to rescue you. Okay, so we need to bring change that is long lasting and sustainable. Now I've got these are all from the pre conference blog okay I invite you to just go scan the QR code. There are several documents that have been written around uncomfortable change there's for example one which I presented last year with, I don't know where the pointer is here. Oh there you go. Actually this is the podcast with Santanya where we discussed recruitment in the sector. And then there's one which is it's 2359 actually approaches deadlines, how a lot of institution have deadlines on Fridays, where actually students of Muslim face have to go to do the prayer, or they are having deadlines on spring festival. Guess what we have students who are from Chinese in the city, we need to be inclusive. So they address these materials address some. Some of the topics that often skipped. So, feel free to go and check that always still pumped up for change. Yes. Okay, good. Now, we're going to briefly cover responsibility you will have to use your pens if you've all got otherwise I grabbed some more pens for you, you've got some posted. And these are free areas I would like you to take into account. These are not the questions these are just free areas I would like you to take into account. Who are the target users of your learning technologies. I'm guessing all of you in learning tech role, or some in academic into what. Okay, learn anyone not learning tech on this table. And also what is that. Okay, learning tech is there as long as learning tech is there okay. So, and then, whether the platform or whatever using now when I'm talking about platform is not just really most people think that learning tech is just really. We're talking also of SharePoint if you're using SharePoint to dub for academics to dub materials and then you convert it into canvas on the alley or on mood or blackboard or anything. So, what are the platforms that you use. Okay, how inclusive are they. And then, what does it take to change a platform to be more inclusive so just bear that with in mind we'll come back to that later. Now, at your table I would like you to discuss and answer this. It's also by the way. There should be where all the cure codes. Yeah, the cure codes are here but I don't know why they've gone somewhere. So we've got some questions. And there are a set of rules please be honest don't go about at your table and say, everything is rosy at my university. We all know it's not you will not be here otherwise. Okay. Please let's talk about the real problem hopefully none of you are from the same university. Same university. You have to split up. Whatever. Okay. And then whatever you do the next 20 minutes is going to lead change for me. I don't gain anything from that. I'm going to talk about you, how you want to lead change when you get out of obviously, and then the next one is changes in your hands. So, you can go on that link, if you want on your tablet, or the questions are also online you've got the QR code, you know, you can now use your devices. Okay. And then the responsibility. So, capture the name of your expense of your table you've already done that right, and then please add the names on the sheet, because I would like to credit you. Okay. If I write a blog or something about that I would like to credit you, because that's your work, and that's how we lead change. I can't lead change and say that's my idea. That's your idea definitely okay. So, take time, take paper, take a brief chart, we've got flip chart and all, and answer these questions. And for those of you who are listening at home, or if you're in a team on your campuses you can also take part in this and do tag this with them or see 233 in order for us to share that. So hopefully people online can do this as well. So you can write down directly the link, the link opens up a Google Doc, the link opens up a Google Doc so if you want to write in the Google Doc, one of you, feel free okay. Do you all have fans you want to use the Google Doc online what do you want to do now is your time for technology. I'm not going to say not to use technology. Oh, can you can you access it on your, your, your job. Oh yeah, if one person wants to shop back okay I'm not going to force you. Say again. How about the cure code. It's supposed to be the same thing but yes use the cure code then. That's why we need change right someone needs to correct me. Okay, at your table I want you to think about various level now we've got someone who is very good with recognition here. You want to get him at your table. Okay, you can fight for where he'll be. But talk about change. The laptop is sleeping and the phone is there. But it is my phone. Let me let me try to open it up as well. If you don't understand a question let me know okay. I think there's a leader. Remember to write, write your name down okay. You put 20 minutes on that. Actually maybe it's less. Put 17 minutes. I was just, I was just going to ask if you could put your full name it's difficult for me otherwise you'll find Eileen I'll know the others is. I've met a few Jim Tim since morning so I wouldn't know. Thank you, fabulous. Yeah. I mean you can write on this. I mean you can all write. Okay. Because when you're writing and when you're talking or writing it just gets in. So when I was at the University of Bristol I got really quite fed up with the University did not attend Bristol time. It was getting downright embarrassed. So I thought well I won't just complain about you can't do some. So I volunteered as co-chair of the staff at the University of Bristol and knocked on a few doors. It became very positive. So it wasn't something I thought was my job. I thought I wanted to do it. Just stepping in. We had about 10 people. Exactly. So who can be a leader? Everyone. Everyone, exactly. So including the person who's junior Morse. Yeah, feel free to grab water. Yes, please. And why wouldn't it, why weren't there before? Well, nobody had ever got an answer with taking initiative and not taking initiative. Nobody's ever done it. It does take. It does take. Do you think there's a barrier about believing in the Cali? I'll do that. Can you do that? Yes, please. That means a riffle, right? We're teaching. So I want to bring it up. There are times when we need to change. But still, there will be opposition and you have to be careful about how you step in. So the university actually won. Okay, so we take into the high court and they won it. And then they're taken to what we call the constitutional court. And they won the case. But then there's still a lot of. So legally, they're in the right. But from the community. Because they say this is our university. Our children. Our children. So that's the full name. So I know who it is. Exactly. I'm leading that change with the level of. It's very good. to never get it clean, you know, sort of, it's getting better and better. Just think about it when you're trying to push someone to do this, but it's often the kind of events that are either at a level where you can set a bit of a barrier and that's when it's compromising. Sometimes, I think it's, and obviously, if you listen to people, if they genuinely feel listening to you, they can say, you know, appreciate it and take it back home. You don't, all you need to do is have to come to me and say it's like, what was it, too? But if you try and go all those things out of that consultation, they don't work. I think it really is. The consumption doesn't mean it or something, because they've said we're out of there. There's a number of things that we can't do. There's a number of things that we can't do. We're out of there. Yeah. Yeah. I feel that even the page, we don't have something to expect to be shown in that position yet. I want to be able to put the insults and just because there is opposition, doesn't mean it won't. Have you been able to look at the other questions as well? One is a good question. Try to, when you're discussing also, try to think of solutions because change, just talking of problems. It's important. I'm not saying it's not important, but we need to be in a space where we need to think of solutions as well and sustainable and long lasting solution. I'm not saying just a one day solution, which often is a problem in academia. I think the difficulty is quite often. The conversations that we probably all think should be happening and the changes should be happening. Those conversations are already happening in our institutions, but we don't have a seat at the table, and that's the difficulty. What do you do? What do you do for that? Now, that's your question. Now, address this question. What do you do to get that seat? This is what you need to think now. What would you do? What do you do to get that seat? You right now at your uni. Well, I think it's a very good question. I guess it depends on the level of the conversation that's taking place. I don't feel that I have the level of responsibility or the level of the institution to marching to an executive conversation, for example. But did we say who's the leader? Who can be a leader? Why are you underestimating yourself? Do you think that your boss or the people in SLT know everything? Oh, no, of course. No, and if it was at a direct senior level within the department I work in, then yes, I feel I've got more of a voice challenge. And don't get me wrong. There are university-wide forums where your voice can be heard, but very often those are in relation to very specific themes, topics, subjects. It's very rare that the floor is open up to you to say, discuss whatever you think or feel. Certainly in my institution, that would be quite a rarity to have a very, very open forum. Say anything, because I think you just don't... As a senior executive team, you're probably opening yourself up to a lot of kinds of worms that probably senior executives don't want to open themselves up to. Well, they get the salary for it. Don't ever pity them. Don't ever pity them. They have the salary for it. Now, what you need to think about is how do you get to a space where you can have this conversation with that person sitting up there? Is it your level of confidence? Is it their level of confidence? Is it seniority? Is it because how you see them? Or is it because how they see you? Now, that's what you've got to address, what the problem is. The problem is not what you're doing or how the... It's not about you, but it's about transcending this. Okay? You believe there is a problem. How do you transcend that and create your own solution? How do you be out there? How do you create your voices? How do you make your voices heard when nobody is giving you the platform? So that... One of the things you said earlier, I learned this when I was an undergraduate and it was to find out who's the staff person and work with whoever one of our assistants had to try out for a newspaper. I'm not even getting nearly the worst impression. His PA was my cousin's cousin. And that's why I learned that she said you didn't want to keep doing this anytime you don't have access and that he feels and that and stuff, which is because they have a year. So she was able to... The president said this enterprise in Young Woman came to me and told me he wanted to say yes. Okay? That was the standard. Now, let me rephrase something for you. The next thing that's on the list here is promotion and recognition. Sorry. Is that okay if I take your example? If you were to continue with that, you clearly have something to say. That's why you were saying it, but you don't think you can be in a position to go in a boardroom and say it. Now, if you were to keep being in that situation, what do you stand to lose? What if I don't do anything? Yeah. If you don't do anything? Well, I mean, it's very unlikely the change is going to happen now. But do you want to be in a state of surviving or thriving? Yes, I think we want to be in a state of surviving. Surviving. Do you want to be in a state of surviving whole career? No, but I also want to be in a state of surviving. I live with my pay. If I march into a boardroom and tell executives what I think, I could lose my job and I wouldn't even be surviving. Yeah. But then how do you survive without being in that situation? So that's the questions you need to ask. I mean, there's something else. You know, in our day to day with family, we've got crisis with, you know, go to the supermarket. You've got crisis. What's the price? You know, that's something else. But do you want to continue to survive? Or how do you shift that surviving your pay scale? Make that pay come into thriving? That's the question here. Who do you go to to let your voice heard? Are there people like, are there people there who are willing to be your sponsor who are willing to listen to you? Or do you create that? How do you create that? Maybe network here and I'll see or something like that. So think of ideas. Think of solution. Okay. Not just a problem. We know what the problem is. We've been sitting in that problem for, we've been boiling in that problem for ages. Okay. We want to come to thriving now. So it's, it's. Yeah. That's why I said it. That's why I said it's uncomfortable. Okay. You need to go beyond what you're already doing or what you think already exists. You need to go beyond that. Otherwise change cannot happen. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. Sorry. You might also be stepping on people that are working proactively to make that change as part of community. Yeah. So yeah. Exactly. How many of you are part, I mean, all has so many, six in groups. How many of you are part of some of these? Which one? Northwest. Northwest. Okay. There are lots of them. What role do you play? Just a member? Just a member? Now that's the language. Just a member? That's because I have aspirations to go beyond that. So what's that? How do you go beyond that? Look for positions of accessibility. How do you do that? By approaching loads of invoices in the structure already. Okay. How do you approach them? Here. Exactly. Now get here and how do you do it? I'll go now. Go on your phone. Look up at them. See if they're online. Tag them. Exactly. So you've got to do it. Now I'm very uncomfortable usually with the thing of volunteer. I'm the chair of anti-racism and learning tech thing. I'm very uncomfortable with doing DEI work and paid. I think it should not be. Okay. But there should be other opportunities. Not necessarily volunteering but for example presentations like this. Most of the list of work that I showed you earlier in the blog, they are collaborations that I've just worked with one or two people in our spare time. I work with him on something, with Jim on something else. It's just this collaboration, you know, not necessarily volunteer, but something that will get you a promotion, you know. Something you can put on your fellowship. I'm trying to find the balance between doing it to the one-failed later and making a connection with helping with some initiative, doing something to make you sign a contract. Now that comes down to you. What's your call? What's your call? Are you passionate? There are people who, they'll see 10 stray dogs and that's their thing. They leave everything and take care of the 10 stray dogs. Well, there's no stray dogs in UK. You wouldn't know the context. Okay. What was I thinking? Homeless people or something else? Sorry, I didn't want to by any chance compare these two, but that's what you have, but there is here in the UK. So how some people will just leave everything and give all their money, all their time there. Okay. You need to understand your cause there. That's why I was coming back to, do you want to keep surviving or thriving? Do you want to be in your family? Now think of your family, you've got kids. Do you want to be an example for your family where mom and dad is just trying, trying. This is what your kids are going to learn. I'm just, I'm just seeing mom and dad trying, trying. They keep trying. Or do you want to say, I've done that and you need to learn from that. Okay. Just bring them at the next level. That's why I was asking, what are you to lose if you don't thrive? I'll let you keep going. And we've got five more minutes. I'll give you five more minutes. I was, what was the conversation about? It's pretty interesting. I think it's possible. Are you writing? Yeah. You haven't written much. Are you writing online? Yeah, that's the time for technology. Otherwise I don't allow technology for change because I need you to be fully focused. What is everyone's role in the department of change management? And also why is that uncomfortable? Did you address already who is a leader? Who can be a leader? We haven't seen all the questions actually. It's not one of them, but it's actually what derives from them. I'll let you continue. Yeah, carry on. Sorry, I'll scroll down so I can see what you've written as well. This is usually a full day workshop, so just squeeze this in. There's a difference between a leader and a manager. The leader isn't necessarily the person in charge. You know, with that quite a rightful response, leadership becomes the main level. Moving there this in July and then I think there's period one. It's been a while. I was in a really good position for the next 100 years, but if I hold that, I'll have the opportunity to see what the world will be like in the future. Why can't they do it? Many of the people in the world will be able to do it. There's a difference between the leaders in the department of change management and the leaders in the department of change management. Yeah, it's a special thing, but then it's also just like about two minutes and then I'll do another activity and if we have time we'll come back to that okay because the next activity is actually one of the most important so but carry on two minutes well wrap up. wrap up. Yeah. So, if I may ask a question, have you discussed mostly of problems or solutions. The last 20 minutes. Yeah, a bit of both and where's the solution 4060. So the next activity what we're going to do is a reflection for you. How are you going to implement change. Okay, so it's not about the problem, you already know the problem that you face and your job. I was talking right earlier surviving versus thriving and transcend transcending that barrier of you know, they just some people they don't have a junior role or career because they don't get opportunities how do you create opportunities. So, one moment and I'll just let you discuss a wrap there and wrap up then we'll do that activity. We'll wrap up is that okay. I would like to do the next activity and then if you have time. Well there's a break if you want to stay and continue you're allowed to this document is online you can use it. The next activity is actually okay where's the clicker. What did I do with it. Oh, over there. Now, is that okay if we wrap up this activity now. And if we have time we come back to it. Is that okay. Is that okay we wrap up I'll continue the next activity which is the most important. So I step up I need you. I need you to now repeat that. I need you to be high now okay if you're not here. The next activity you can do. Where are you right now here here please don't tell me you on the floor to two hands. Nobody have got two hands or to have to have. Okay, yeah okay that table they've got it pretty high here I need you all to be. Okay, okay. She's still on jet lag from one with a few days back anyway. So I need, I step up to bring change in the sector. Does that resonate with what is needed for change. Okay. That's the spirit. Now, the next activity is actually the most important usually this workshop is a whole day thing. Okay, but we've kind of put it in less than 15 minutes. Now keeping the momentum is very important what we've discussed here. I'm not going to repeat your example but we had a very good conversation. You know even with you where why what why what you need to be asking yourself every time there is a barrier. Why, what can I do what else how you need to ask yourself these questions okay, the what you already know you already know what's the problem. Okay, and I was telling at the table there, which I probably should repeat here, if you continue to be in that situation. What are you risking to lose. Are you happy to be whole life in the situation in that job where you just see SLT do something somebody else do something that you have no control on and parents in the room. What was I saying at the table over there, anyone wants to repeat. What was I saying. Setting an example because if you don't show that you're transcending job. What's the kids gonna oh mom and dad are just trying all the time we still don't have enough money. Mom and dad are still not getting promoted mom and dad are still not getting visible. And you just, this is a lot about traditional trauma. If you know about your traditional trauma. It's, you've got to transcend that now keeping the momentum you've got some. Second. No, no, no, no, no, no, it's not quitting the job. That's what transcending is about. It's being the job but being bigger than that than what you are right now. So you've got some green papers here and red papers here. There's something that says never leave a place of momentum without some form of action now for the next few minutes I would like you to write a pledge to yourself. On the front you write a pledge on the back you write your name, your email ID. You're not keeping that if you want to keep it you make a copy of it. Okay. So don't worry will not be made public. Everyone can write their pledge and keep it and just drop it on this table or something like this. Now, what you need to do is free pledges on three different sheets okay don't use the same shit there's plenty of them okay I've got like 100 of them. So an immediate action you will take I know your immediate action you're going to talk to people outside. An immediate action you will take this week this month for changing the sector. And when I mean changing the sector, it impacts you. Okay, what you will do. And then I need you to take out of this sheet, a second one to write an actual comment that you will take in the next three months on your own or in your team for changing the sector. Now, the third sheet, I need you to write an actual comment that you will take in the next six months, either on your own or in your team for changing the sector, sector. Now, your time starts now. That's your thing okay it's not about the other person at your table. It's not about your boss. It's about you. It's all right. You'll have got pens right now be honest you remember the first rule earlier be honest and truthful. There's no point telling me something else it's, you know, if you your pledge with you, three different sheets okay not on the same. I will silence and some deep thinking there. Remember three different sheets, your name at the back. And if you want to copy, there's a different color on your table you can make a copy on those other free sheets. You want to be descriptive there's loads of sheets have a label okay. You've got 10 minutes to write. If you have you who wants to make a copy, make a copy on a different color. So on your table you've got yellow, make a copy of that. Again, three different sheets please don't take a screenshot of your phone, write it with your own hands. You can sign it also by the way each sheet okay. That's your pledge. Feel free to sign it. It's you review. That's what this pin is for if you want to copy your own. You don't want. I was still got a few still writing so we'll give them some time. Now how was this. How did you feel. Making a pledge to yourself in public and I'm going to see it. There was something inside then. More from this table. Why. It's difficult to treat yourself and be honest. You can be devoralizing to think what can I do. And that can you can somebody yes. That's a lot where people get stuck because they find it demoralizing and they don't transcend that's why I had transcend their. To your point. Because we're talking about complex problems. And when we're looking at the issues that we face you don't even know which direction you should tackle it from. That would actually be incremental. So I'm looking at my position. Will that really make a difference. Okay, long run because of the complexity of the problem is difficult to identify and say. Okay, this is actually the very issue. So I'll ask you a series of question now. Who's problem is it he's or yours. You're what you play what you put in your pledge that complex problem. Who's problem is that he's hers yours yours who must find the solution. So what are the number of solution complex or simple who's going to have to find it. So where do we start we don't start with a complex solution we start everything with step by step. So you need to when you go back down back out of this room tomorrow day after tomorrow whenever you go back. This activity actually continues that pledge is incomplete right now. And the reason why I asked you to put your email ID and name at the back. And if you've signed it that's actually the best thing you've done. If you want me to follow up happy to follow up you tell me you write yes at the back of your sheet. But that's a pledge you've done to you. It's your responsibility to make that change happen because nobody else otherwise will make that responsibility have that change happen. And if you want to thrive in your LT role linguistic role whatever role that is is these uncomfortable moments that you need to have with you. Are you ready for these uncomfortable moments. No, yes or no, you need to say no. Are you ready for it. Now you need to get yourself in a place where you're ready for it and you don't suddenly become ready for it. You get ready every day by doing one small thing. And that's why I put in that pledge. What are you going to do today this week this month. You can actually even like him for example he put like the next hour literally some of you will say the next hour what I'm going to do a small change networking talk to this people tweet at these people or things like that. If you want to make a copy, you can make it on a different copy you've got two clips take one for you when you leave here, no one else at your table is going to see your pledge. And this is how I said a workshop that basically is for hours sadly with compress, but what are your feelings around it. Was it uncomfortable comfortable, you said already being honest is difficult. That's the first thing everybody, like the first step to do things that take reflection and discussion. Yeah. I think for me it was liberating in the sense that hearing what other people do. And kind of combatting that made me feel less isolated and less like the only one who goes through this discussion. Exactly. Other words, how did you feel it's why I'm asking you how did you feel it is this feeling that you need to take is this feeling that will bring change more words. Eileen, how did you feel. Because I'm leaving in a year, liberating to think of things, specific things to do. Okay. You mean you're retiring. Okay. Okay. Feeling confused. I've not done something like this before. Yeah, that's not a bad thing. Yeah, just felt odd to sit down and reflect on this, these ideas. Right, a reflection on oneself isn't it. Actually, this is this is just career when we go back when you step back when you look at your family, spouse, kids, relatives, mom, mother, law, dad, dad and law, sister in law. There's so many areas where we need to have this reflection. And you were saying about something about time earlier. Time is not exactly an issue. We need to know how to use that to reflect how deep to go. We can actually go with spiral in certain problems. I think we kind of time up. We can go in spiral in some problems because sometimes if we don't have time cut off. We just go around around the same problem we just go come back. We have no solution. We sometimes needs to put time so that we can actually act because what we need to do is find a solution, try it out. Find another solution, try it out and in the process learn it will fails many times. Okay, we're not kids. We are adults with fear so many times in life in private, not personal life as well before. So is this that reflection that you need to take to your career as well. And as I said, if you've put yes at the back, I'm going to drop you an email some point in time. Hey, how is it going? You can do this at your place you can do this kind of workshop you can get a buddy like this or another person who's a learning technologist maybe buddy up with people in this room, people that can hold you accountable. Yeah. It's about priorities. In one of my episodes with Salary Phipps. He talked about James Clay at just saying, he doesn't have a dog. He says I don't have a dog, because it's not a priority for him. This is all about priorities. So what you value in your working life and in your personal life and the boundaries that you set is really, really important. Because institutions are only getting faster. There's not a slow time for working for thinking for doing the work you mentioned to me earlier, you know, about, you know, this is all great but I just don't need some time to actually reflect. You can use, you know, things like Seamalt, you can use things like, you know, the fellowship schemes of, you know, to do all these kind of things and to kind of see where you are in your journey as learning technologists, digital education specialists. So, yeah, this is this is just a flavor from ceremony today of things that you can do in your roles. The accountability buddy basically is the next step. Okay, we didn't come to that because you need to know each other a bit better. But if you want to right now, say, okay, I'm going to buddy with whoever. And with that pledge, you can do it. Okay. Basically, that's what I was going to be if you've put yes. I was going to just follow up. I was not going to be exactly a buddy, but I'm going to kind of hold you, make you responsible, right? Be accountable in a bit, but feel free to. I think it's break time now. It's three o'clock. Sadly, there's can only be one hour about these with these things, but it's as I said, it's a workshop. We can do more if you want. I know it's uncomfortable. It's things that people don't usually in a professional setting do because they don't address the actual deep problem how to get out of it. So anyway, give yourself a big round of applause. Yeah. So from me to you, that's a big flap because as I said, the last one hour you spent for you. Okay, not for me. So thank you for playing along with the pledge. That's actually the most important part.