TLU Resources

SensusAccess is a file conversion tool which uses a simple webform. SensusAccess allows you to convert files into the format which is most accessible and useful to you. This might be lecture notes into an mp3 to listen to on the go, scanned book pages into searchable PDFs to be used with text to speech software, or lecture slides into text to be read and adjusted on an E-Reader. SensusAccess supports text in multiple languages and can be a great resource for language learning - you can even listen along to your readings.

In this interactive guide, you'll see how inclusive classroom tools from Microsoft can help students read more effectively, improve focus, and work independently at their own pace.

MTU Teaching & Learning Unit

Executive function (EF) describes a set of cognitive processes and mental skills that help an individual plan, monitor, and successfully execute their goals. The “executive functions,” as they’re known, include attentional control, working memory, inhibition, and problem-solving, many of which are thought to originate in the brain’s prefrontal cortex. Many behaviours in which humans engage, such as breathing or stepping out of the way of an oncoming car, occur without conscious thought. Most others, however, rely on executive function. Any process or goal pursuit that requires time management, decision-making, and storing information in one’s memory makes use of executive function to some degree. Since much of college life is process-driven and demands that students set and meet goals, disruptions in executive function can make it challenging for students to succeed. This workshop examined how we, as lecturers, can support executive functions in our students through the way in which we organise our modules on Canvas.

Universal Design for Learning Co-Designing Your Classroom Dr Amanda Bastoni, Educational Research Scientist, CAST Dr Amanda Bastoni’s workshop introduced the concept of co-design and (using the UDL framework) highlighted how educators can increase creativity, collaboration, and learning in their classroom by designing learning with their students. In the workshop, we covered the why and how of co-design, including stories from the field, resources, and strategies educators can use immediately - in any learning environment. Timestamp 0:00 Introduction 9:15 What does it mean to Design Learning? 15:00 Reflect on UDL 19:07 Building Relationships 37:17 Ways to Co-Design your classroom 39:00 Co-Design rubrics 41:28 Reflection on Co-Designing 49:14 Co-Design with peers 54:47 Tools to support Co-Design

UDL-ifying a university and its people Prof Jo Rushworth National Teaching Fellow and Professor of Bioscience Education Dr Jo Rushworth draws on her experience as a UDL champion for her School as she outlins a range of options and starting points for colleagues who are starting out on their Universal Design journey. This work focussed on providing students with flexible learning resources, flexible ways to engage with their learning and flexible ways to demonstrate knowledge and skills, that impacted both learning and teaching and institutional policy. In an interactive presentation, Jo tells us about how the UDL guidelines were brought to life and implemented across DMU and leads us in a discussion of early steps toward achieving UDL compliance in teaching practice and of options for continuing development and enhancement. Jo’s work on co-creation with students was among the highlights from her case study. Timestamps 0:00 Introduction 4:13 Overview 9:54 Getting started: UDL Champions 12:31 6 UDL ideas: Quick wins and bigger ideas 13:10 Ideas 1 & 2 13:43 Ideas 3 & 4 14:00 Ideas 5 & 6 14:40 Moving forward: Staff UDL guidance & Training 16:51 UDL staff guidance 17:57 UDL self-assessment & development tool 19:16 Flexible study resources 23:05 Flexible ways to learn 27:03 Flexible ways to show learning 30:36 Co-creation 37:03 UDL-ify a module 56:22 Thank you!

Universal Design for Learning (UDL) aims to eliminate barriers in the design of the learning environment to make the curriculum accessible for all. COVID-19 has, if anything, highlighted the need for higher and further education providers to fully embrace UDL principles and practice so as to ensure high-quality education for all students and allow for full active participation by all learners. This session will outline the principles of UDL, examine what these principles look like in action and provide advice on how these principles can be applied, even when at distance or online. In addition, it will demonstrate how, with the correct mindset at the creation stage, we can ensure resources created for students are accessible and how students can be offered flexibility through engagement, representation, action and expression. To conclude, the core tenets of inclusive assessment and feedback practice will be outlined, and how this practice can be developed at programme and individual level will be demonstrated. Drawing on research from the National Forum, UDL and practical case studies as examples, specific assessment methodologies will be examined and consideration will be given as to how these might be transformed, through the lens of universal design, to ensure inclusion of the full student population. Facilitated By: • Dr Lisa Padden, Project Lead - University for All, UCD • Trevor Boland, Digital Media and eLearning Officer, AHEAD (Ireland) • Lorraine Gallagher, Information & Training Officer, AHEAD (Ireland)

In June 2021, a project entitled “UDL@MTU – Towards Embedding UDL Practices and Principles at MTU” received funding under MTU’s allocation of the Strategic Alignment of Teaching & Learning Enhancement Fund 2020. As part of this project, in semester 1 of the 2021/22 academic year, a local MTU iteration of the National Forum for the Enhancement of Teaching and Learning in Higher Education’s (NFETLHE) Digital Badge “Universal Design in Teaching and Learning” was rolled out with twelve colleagues participating from across MTU. In order to complete the badge, participants learnt about Universal Design for Learning (UDL), reflected on their own practice and redesigned some aspects of a teaching activity they were delivering in line with the principles of UDL. They then had to implement and deliver the redesigned activity, collect some feedback from students in terms of their experience of the redesigned activity and submit a short ‘Redesign Activity Report’. Catherine O’Mahony, a lecturer in Tourism in Hospitality, was one of the twelve MTU badge participants.

As part of the UDL@MTU project, 12 colleagues from across MTU participated in a local MTU-wide rollout of the National Forum for the Enhancement of Teaching and Learning’s Universal Design in Teaching and Learning Digital Badge and were awarded their badges, To complete this badge, participants are required to complete a redesign activity where they take an element of their own practice and apply UDL principles to redesign it and make it more accessible. We have developed a podcast series, where we showcase some of the excellent practice demonstrated by these colleagues while completing the above badge, which we will be releasing over the coming months:

Are you involved in new programme development and about to starting to create new modules? Or are involved in programmatic review and revising some existing modules? If so, the following is a Universal Design for Learning (UDL) Module Guide developed by our colleague Ann Toebes, Curriculum Development Facilitator, provides suggestions for how UDL can be embedded in the curriculum via the module descriptor.

Executive function (EF) describes a set of cognitive processes and mental skills that help an individual plan, monitor, and successfully execute their goals. The “executive functions,” as they’re known, include attentional control, working memory, inhibition, and problem-solving, many of which are thought to originate in the brain’s prefrontal cortex. Many behaviours in which humans engage, such as breathing or stepping out of the way of an oncoming car, occur without conscious thought. Most others, however, rely on executive function. Any process or goal pursuit that requires time management, decision-making, and storing information in one’s memory makes use of executive function to some degree. Since much of college life is process-driven and demands that students set and meet goals, disruptions in executive function can make it challenging for students to succeed. To support executive functions in students, we developed a prototype accessible Canvas Template to help you organise your module on Canvas.

Do you wonder is there anything you can do from UDL perspective when you’re setting up your modules on Canvas? If so, you might find the following checklist useful:

MTU Teaching & Learning Unit

Are you putting together a slide deck for teaching purposes? You might consider using one of MTU’s new branded accessible templates! You can access these templates very easily. When you are creating a new PowerPoint presentation, you will see a new tab called Munster Technological University. Here you will find 6 possible templates - 3 black and grey and 3 colour that you can use to ensure that your slide decks are accessible. In each case, there is: - An accessible and sustainable version where the MTU logo only appears on the title slide - An accessible version with the MTU logo in the top RHS for those who might be creating a recording with Screencast-o-matic - An accessible version with the MTU logo in the top LHS for those who might be creating a recording with Zoom

A common misperception in the higher education sector is that UDL is somehow tied to accessibility efforts on behalf of students with learning challenges, especially those who identify as having disabilities. However, nothing could be further from the truth what’s good for students with disability is good for all students. However, today’s higher education institutions are dealing with an increasingly diverse student body consisting of students with different needs, educational backgrounds, attention spans, interests, language abilities and cultural backgrounds all of whom can benefit from UDL approaches. But is the MTU student body really that diverse?

Mentoring and coaching are becoming widely recognised as a means to promote student success, retention and attainment. Such programmes help students to...

Building on the success of companion volume Techniques for Coaching and Mentoring , this new volume from coaching gurus David Clutterbuck and David Megginson...

What is there in developmental relationships beyond setting and striving to achieve goals? The presence of goals in coaching and mentoring programs has gone...

Research has shown that mindfulness can alter the physical structure of our brains and if practiced regularly can increase those parts of the brain that deal with attention and processing sensory input (Sara Lazar - Harvard Medical School). This ¾ hr workshop briefly explored some coaching and mentoring techniques using a mindful approach as well as the use of some specific mindfulness tools. This workshop was not just for coaches or mentors, but for anyone who functions within an environment that requires a deeper level of listening i.e., teachers, lecturers, team leaders, team members, support staff, parents etc.

This ¾ hr workshop briefly explored some coaching and mentoring techniques for working across cultures. In this workshop, we looked largely at the work of Jenny Plaister-Ten and her exploration of the impact of cross-cultural coaching for coaches. We broadly explored the Kaleidoscope model as a tool to ‘enable the coach to take a systems perspective’ when coaching or mentoring across cultures. This workshop was not just for coaches or mentors, but for anyone who functions within an environment that requires a deeper level of listening i.e., teachers, lecturers, team leaders, team members, support staff, parents etc.

'Integrating wellbeing and student engagement: A coaching approach' This ¾ hr talk briefly explores how the inclusion of wellbeing elements can positively contribute to student engagement.

Explore what is meant by ‘deep listening’, where ‘people can think with rigour, imagination, courage and grace. This ¾ hr workshop briefly explores the coaching partnership that focuses on ‘deep listening’, where ‘people can think with rigor, imagination, courage and grace.’ (Kline, 2010). The content is based on Nancy Kline’s ‘Time to Think’ and ‘More Time to Think’ and discusses the 10 components for enabling a ‘thinking environment’ e.g., appreciation, encouragement, attention, feeling. This workshop is not just for coaches or mentors, but for anyone who functions within an environment that requires a deeper level of listening i.e., teachers, lecturers, team leaders, team members, support staff, parents etc. By the end of this workshop, participants will have a broader understanding of what it means to: 1. Be in the listening environment with authentic presence 2. Remain focused, observant, empathetic and responsive to the other party 3. Demonstrate curiosity during the listening and coaching process 4. Manage one’s emotions to stay present with the other party 5. Interrupt the other party because of certain assumptions 6. Harness the power of gratitude in a way that is useful and empowering for both parties 7. Use incisive questioning to enable deep thinking in other party. This workshop forms part of the Being a Better Coach and Mentor series and is eligible for Continued Professional Development credit contributing to a Coach/Mentor/Supervisor EMCC Global Individual Accreditation.

Feedback is crucial--but almost everyone, from new hires to C-suite executives, struggles with receiving it. The authors, who have spent 20 years working with managers on difficult conversations, outline six steps that can help you turn feedback into an important, and unthreatening, tool. Know your tendencies. Look for patterns in how you respond. (Do you defend yourself? Do you lash out?) Once you understand your standard operating procedure, you can make better choices about where to go from there. Separate the "what" from the "who." Your feelings about the messenger might be short-circuiting your ability to learn from the message. Sort toward coaching. Work to hear feedback as well-meant advice, not as an indictment. Unpack the feedback. Resist snap judgments; explore where suggestions are coming from and where they're going. Request and direct feedback. Don't wait for a formal review; ask for bite-size pieces of coaching. Experiment. Try following a piece of advice and seeing what happens. Criticism is never easy to take--but learning to pull value from it is essential to your development and success.

Saul W. Brown and Anthony M. Grant Despite considerable organisational development research and practice suggesting that interventions in organisations should also be targeted at the group level, most organisational coaching is dyadic (one-to-one) and few models of group coaching have been developed. In Part I of this paper we present an introductory overview of group coaching and compare it to other group-based interventions. We distinguish between the goal-focused nature of group coaching and the process-orientation of group facilitation, and posit that group coaching has important but under-used potential as a means of creating goal-focused change in organisational contexts. In Part II of this paper we address practice issues and we present a practical model of GROUP (Goal, Reality, Options, Understanding others, Perform) coaching that integrates the well-known GROW (Goal, Reality, Options, Way forward) coaching framework with Scharma's U process for group dialogue, double loop learning and other theoretically-grounded practices. From a practitioner's perspective, we draw on the extant literature, we compare group coaching to other team and group-based interventions. Although precisely distinguishing between different group-based change modalities is difficult, we argue that group coaching is a more goal directed process than group facilitation, and that group coaching has important but under-used potential as a means of creating change in organizational contexts.

Debunking three common misconceptions.

This article reports a study of current perceptions among professionals regarding therapy and coaching. Whereas therapy and counseling have been traditional...

Carol Dweck, who parsed the difference between a "fixed" and a "growth" mindset, clarifies her theories of intelligence.

We propose to bridge the domains of positive health and leadership. We suggest that a “positive” health model helps explain highly effective leadership. The leader must strive for health and facilitate health in his/her followers. We look at leadership through this new and positive lens, that of “positive” health promotion.

"he paper explores the rationale for, and potential benefits of, the inclusion of a coaching psychology module in an undergraduate psychology programme. In 2010 a coaching psychology module was introduced at Glasgow Caledonian University, as an optional module for final year psychology degree students. Although providing a strong academic component, the module was primarily skills-based and driven by the GROW model (Whitmore, 1992). Students spent two-thirds of the module in seminars/workshops where they carried out practical skills-based development and one-third in lectures. In order to evaluate the module written feedback was elicited from all students (N=20) using a semi-structured questionnaire. Feedback from the module was highly positive, with students demonstrating both academic and practical learning. Key findings indicate that the experience of being both coachee and coach in peer-to-peer coaching exercises enabled students to apply psychological principles and to make progress on personal goals. They also reported an improved awareness of the degree to which they could demonstrate key competencies related to employability via the acquisition of coaching psychology skills. The paper argues that this multiplicity of learning outcomes makes coaching psychology a highly valuable addition to any undergraduate psychology programme, with the potential to become a core aspect of the undergraduate psychology syllabus."

Life coaching lacks a clear ontology of its range and depth. What is clear though is that people seek life coaching to make changes in their lives. One kind of change is frequently demonstrated in Gestalt psychology: when looking at a picture, perception dictates what you see as ‘figure’ and what as ‘ground’ and it is not possible to see both simultaneously. Then a ‘switch’ happens and the perception of figure and ground reverses, resulting in an ‘Aha’ moment. In this research I was interested to explore whether the psychological ‘Aha’ moment is fundamental to the transformational change sought by the ‘Co-Active’ model of life coaching (Whitworth et al, 1998). A phenomenological methodology was used that reduced first-person accounts to common themes through a grounded theory analysis. Co-Active coaches gathered data from client participants: diaries captured the lived experience of the Aha moment, and questionnaires and interviews conveyed the lingering effects of the moment on beliefs and behaviour. Each phase – diaries, questionnaires and interviews, informed the next. Findings reveal that the ‘Aha’ moment is experienced somatically and emotionally as well as cognitively, with the striking of many chords across a spectrum of consciousness from body, to mind, to soul, to spirit (Wilber 1989). The more chords it strikes, the greater the resonance and degree of cognitive and behavioural change.