Showing posts with label learning. Show all posts
Showing posts with label learning. Show all posts

Friday, April 17, 2015

Senior Learning & Development Manager - Commercial

Description

From a secret recipe to a bold idea and very proud traditions, we build the future. Coca-Cola Enterprises (CCE) manufactures, distributes, sells and markets some of the world’s strongest brands in non-alcoholic beverages. We are part of Coca-Cola Enterprises Inc, the leading Western European marketer, distributor, and producer of bottle and can non-alcoholic refreshments and the world’s third-largest independent Coca-Cola bottler. Some of the brands you will find in our portfolio are Coca-Cola®, Fanta®, Powerade®, Glaceau Vitaminwater®, Monster® and Caprisun®.

Leading brands, great people, growth and the reward that comes with it: the raw materials for success are right here. But still, success depends on our skilled management sharing thirst: a thirst for getting more and better from our people and systems, a thirst for pushing limits, and a thirst for the rigour and challenge of a fast moving business.

Do you have a personality with the power to influence and connect?
Can you sustain the pace to keep on growing?
Will you make an impact with your desire to win?

Senior Learning and Development Manager

Permanent

What you become a part of

• Leading a team to consult, design & deliver learning solutions for the Commercial Function across Europe
• To design solutions through internal or external methods that delivers a performance improvement through effective learning and development.
• To lead the deployment of quality learning solutions for the Commercial Functions
• Front Line Account Manage the Commercial HRBP teams as appropriate
• Line Manage a team of European L&D Managers

What to expect

• Consult and design solutions through internal or external resources to deliver a quality solution for our customers
• Work with L&D Services to review effectiveness of solution and evaluate ROI.
• Line management of L&D Managers to ensure all solutions are delivered on time and to agreed objectives
• Proving a first class L&D service to the European Sales and Marketing Team
• Delivering the budget and management of vendors
• Full implementation of the L&D Commercial Plan
• Managing design feedback from facilitators/L&D Managers
• Managing relationships with HRBPs and Commercial Stakeholders
• Delivery of quality L&D projects on time, in budget and meeting the business needs
• Performance management of L&D Managers
• Budgetary management

Job Activities

• Partner the HRBP for Commercial European Teams to deliver key projects and initiatives from a professional L&D perspective
• Using internal consultancy methodology, design and deliver a learning solution that delivers the requested business need and raises performance/capability.
• Lead key internal L&D projects to improve business performance and build the capability of our people
• Lead work with the L&D Services/ field L&D team to ensure an effective implementation plan for rollout.
• Build and maintain positive external contacts to keep up to date with the external market and latest trends in L&D.
• Apply project management methodology to manage and monitor progress on development solutions.
• Be responsible for the budget in line with design/implementation costings and travel expenditure
• Identify and evaluate future trends within the Development ‘market’.
• Liaise with the Instructional design team where required
• Lead the L&D Design to deliver quality L&D solutions with pace, efficiency and creativity
• Deliver senior training where required.
• Manage queries from facilitators on course content and feed through to the relevant L&D Manager
• Ensure sufficient supplies of materials are available to meet the plan
• Review evaluation feedback, define appropriate actions and progress
• Line manage and deliver the ‘My Development Experience’ for L&D Managers and ensure appropriate resource and capability levels within the team
• Continuously assess the quality assurance activities to ensure the standard of delivered training is in line with requirements. Coach as appropriate to improve standards
• Act as point of reference for, and supply expert advice to facilitators with regard to course delivery
• Identify where learning products may require update/maintenance, action or feed through as appropriate
• Deputise for the AD Commercial as necessary

Qualifications

What we expect of you

Experience in applying organisation development solutions in a cross matrix organisationExtensive L&D design and delivery expertiseExperience in leading large scale, complex projects from an L&D perspectiveStrong theoretical understanding of Learning development and how to apply in a pragmatic way to deliver an effective result for the customerProven track record of large scale, remote team managementExcellent internal consulting skillsProject management skillsExcellent communication and facilitation skillsPsychometric assessment tools - advantageousCIPD or country equivalent – preferredEuropean Travel 15-30%

Application

If this role is of interest to you, please upload a recent copy of your CV below and a member of the Talent Acquisition team will be in touch.

www.cokecce.com/careers

We believe that equal opportunities means inclusion, diversity and fair treatment for all.

Apply now


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Thursday, April 16, 2015

The Ones That Got Away – spaced learning

As I mentioned in this previous post, I’m writing a series of posts that lift the lid on some of my plans and ideas that either never saw the light of day or (as in this post) never fully developed.

One of my plans in my previous organisations had been to implement the research that I’d read about ‘spaced learning‘, in particular using it to ‘reactivate’ key learning points thus building that all important, but often overlooked element of reflection into the programme.

At the beginning of 2013 my previous organisation launched a new product which would have an impact on both sales and ‘service’ staff. I was tasked to put together a resource to aid people within a service role. The overall approach combined:

social learningperformance supportsimulations

all encompassed within our internal collaborative platform, Jive.

The slight spanner in the works was that whilst the overall programme wasn’t designed as a knowledge transfer piece but as a ‘behaviour reinforcing‘ piece, (the behaviour being ‘use the performance support tool that you have at your fingertips’ as opposed to relying on memory and/or gut feeling), the fact that they were in a ‘service’ role and not a sales role meant there was the potential for days, weeks even months to pass between them undertaking the behaviour reinforcing programme and taking a call/email from somebody in relation to the product.

Here’s where I thought the practice of spaced repetition of the key points could be of use.

Here’s what I did:

Upon successful completion of the online programme individuals details were loaded into the database of Retenda (the tool I decided to use).The following Monday, each newly added individual started to receive an automated cycle of emails which lasted a month that brought the key learning points bubbling to the surface (we also had the option to send these reminders via SMS or postcard) Sometimes they would be asked to reflect on a question, other times they’d be ‘nudged’ to discuss the content of the email with a colleague who had completed the programme or to reflect upon how they’d react to a certain situation. None of the questions required any formal response back to L&D, in fact we explicitly asked for people not to do so – I didn’t want this to be an onerous task or be seen as another box-ticking exercise. Each email included  a link that linked the individual to the relevant section within the performance support tool.The frequency of the reminders were:

Week 1 – Days 1, 2, 3, 4, and 5
Week 2 – Days 1, 3, 4 and 5
Week 3 – Days 1 and 4
Week 4 – Day 2

The final email in Wk 4 contained a Surveymonkey link to seek feedback on the spaced reminder programme.

As is usually the case the number of people who undertook the survey compared to the number of people who received the spaced reminders was woefully small, so I’m reluctant to jump to any conclusions however there were a number of people who said that whilst they understood and agreed with the general principle they felt that the method of delivery (email) meant that it was ignored or ‘lost’ within their other emails.

Based on the limited feedback, I would:

Limit the number of emails that were sent over the 4 week period which would mean investigating which of the key learning points we could remove (this sense check had already occurred, so that would have been a tough call)

or

Keep the same amount of reminders but extend them over a longer period perhaps 5 or 6 weeks.

However none of the above would have necessarily  mitigated the issue of it being ‘another email‘ in their inbox.

I’d been planning to use spaced learning within a leadership programme that my organisation was delivering with a view to tweaking the delivery method by utilising text messaging to their mobile devices in order to mitigate the ‘email overload’ issue.

You may notice that I said

“I’d *been* plannng”

Because I left the organisation prior to being able to take this next important step in fine-tuning the delivery of spaced learning reminders.

Oh well… there’s always next time…

If you’d like to discuss how I can help you integrate spaced learning into your organisation then please get in touch

Other posts in ‘The Ones That Got Away’ series

Image source


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Monday, April 13, 2015

Learning theories and online learning

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Figure 3.3. Adults learning in groups in a constructivist manner - and assisted by technology

Figure 3.3. Adults learning in groups in a constructivist manner – and assisted by technology

Chapter 3 of my open textbook on ‘Teaching in a Digital Age‘ is about theory and practice in teaching for a digital age, which I am still in the process of writing. I have to admit that I approached writing about learning theories with some dread. In particular I was concerned (in order of dread) that:

this will appear incredibly boring/lack originality, because it has been done so many times before by other, more qualified authors (but then those that already know this stuff can easily skip it)I’m not sure that theories of learning actually drive teaching (although surely an understanding of how students learn should do so)I would have to deal with connectivism somehow, and I am certainly not an expert on that topic – but maybe that might be an advantage in bringing it to the attention of people who have previously shown no interest in it, and how it differs from previous theoriesit could be argued that past learning theories are made irrelevant by digital technologies (and I certainly don’t agree with that point of view.)

In the end, I can’t see how a discussion of learning theories can be avoided. Unless readers of the book have this basic understanding of the different views of learning, they will not be in a good position to make choices, especially regarding the use of technology for teaching and learning. In particular, I see a danger of becoming dogmatic and blinkered by unchallenged assumptions about the nature of learning that results from not exploring alternative theories. But lastly, as Kurt Lewin said, there is nothing more practical than a good theory. A good theory helps us make informed decisions in areas of uncertainty. So, I am sharing here my first draft with you. Please note this is just part of the whole chapter, which also includes the following:

Teaching and learning stylesDeep vs surface learning.Learner-centered teaching, learner engagement.What we know about skills developmentCompetency based learning.Learning design modelslearner characteristics: digital natives and digital literacyare we right to fear the use of computers for teaching?Summary of research on teaching.

Also, Chapter 2 discusses the nature of knowledge, and in particular different epistemologies that underpin different theories of learning. However, theories of learning are more than enough to chew on for the moment.

“…there is an impressive body of evidence on how teaching methods and curriculum design affect deep, autonomous, and reflective learning. Yet most faculty are largely ignorant of this scholarship, and instructional practices and curriculum planning are dominated by tradition rather than research evidence. As a result, teaching remains largely didactic, assessment of student work is often trivial, and curricula are more likely to emphasize content coverage than acquisition of lifelong and life-wide learning skills.”

Knapper, 2010, p. 229

“There is nothing so practical as a good theory.” Kurt Lewin, 1951, p. 169

Most teachers in the k-12 sector will be familiar with the main theories of learning, but because instructors in post-secondary education are hired primarily for their subject experience, or research or vocational skills, it is essential to introduce and discuss, if only briefly, these main theories. In practice, even without formal training or knowledge of different theories of learning, all teachers and instructors will approach teaching within one of these main theoretical approaches, whether or not they are aware of the educational jargon surrounding these approaches. Also, as online learning, technology-based teaching, and informal digital networks of learners have evolved, new theories of learning are emerging.

With a knowledge of alternative theoretical approaches, teachers and instructors are in a better position to make choices about how to approach their teaching in ways that will best fit the perceived needs of their students, within the very many different learning contexts that teachers and instructors face. This is particularly important when addressing many of the requirements of learners in a digital age. Furthermore, the choice of or preference for one particular theoretical approach will have major implications for the way that technology is used to support teaching.

In fact, there is a huge amount of literature on theories of learning, and I am aware that the treatment here is cursory, to say the least. Those who would prefer a more detailed introduction to theories of learning could, for an obscene price, purchase Schunk (2011), or for a more reasonable price Harasim (2012). The aim of my book though is not to be comprehensive in terms of in-depth coverage of all learning theories, but to provide a basis on which to suggest and evaluate different ways of teaching to meet the diverse needs of learners in a digital age.

Although initially developed in the 1920s, behaviourism still dominates approaches to teaching and learning in many places, particularly in the USA.

Behaviourist psychology is an attempt to model the study of human behaviour on the methods of the physical sciences, and therefore concentrates attention on those aspects of behaviour that are capable of direct observation and measurement. At the heart of behaviourism is the idea that certain behavioural responses become associated in a mechanistic and invariant way with specific stimuli. Thus a certain stimulus will evoke a particular response. At its simplest, it may be a purely physiological reflex action, like the contraction of an iris in the eye when stimulated by bright light.

However, most human behaviour is more complex. Nevertheless behaviourists have demonstrated in labs that it is possible to reinforce through reward or punishment the association between any particular stimulus or event and a particular behavioural response. The bond formed between a stimulus and response will depend on the existence of an appropriate means of reinforcement at the time of association between stimulus and response.  This depends on random behaviour (trial and error) being appropriately reinforced as it occurs.

This is essentially the concept of operant conditioning, a principle most clearly developed by Skinner (1968). He showed that pigeons could be trained in quite complex behaviour by rewarding particular, desired responses that might initially occur at random, with appropriate stimuli, such as the provision of food pellets. He also found that a chain of responses could be developed, without the need for intervening stimuli to be present, thus linking an initially remote stimulus with a more complex behaviour. Furthermore, inappropriate or previously learned behaviour could be extinguished by withdrawing reinforcement. Reinforcement in humans can be quite simple, such as immediate feedback for an activity or getting a correct answer to a multiple-choice test.

Skinner and his machine 2

Figure 3.1 YouTube video/film of B.F. Skinner demonstrating his teaching machine, 1954

You can see a fascinating five minute film of B.F. Skinner describing his teaching machine in a 1954 YouTube video, either by clicking on the picture above or at: http://www.youtube.com/watch?v=jTH3ob1IRFo

Underlying a behaviourist approach to teaching is the belief that learning is governed by invariant principles, and these principles are independent of conscious control on the part of the learner. Behaviourists attempt to maintain a high degree of objectivity in the way they view human activity, and they generally reject reference to unmeasurable states, such as feelings, attitudes, and consciousness. Human behaviour is above all seen as predictable and controllable. Behaviourism thus stems from a strongly objectivist epistemological position.

Skinner’s theory of learning provides the underlying theoretical basis for the development of teaching machines, measurable learning objectives, computer-assisted instruction, and multiple choice tests. Behaviourism’s influence is still strong in corporate and military training, and in some areas of science, engineering, and medical training. It can be of particular value for rote learning of facts or standard procedures such as multiplication tables, for dealing with children or adults with limited cognitive ability due to brain disorders, or for compliance with industrial or business standards or processes that are invariant and do not require individual judgement.

Finally, it should be noted that behaviourism, with its emphasis on rewards and punishment as drivers of learning, and on pre-defined and measurable outcomes, is the basis of populist conceptions of learning among many parents, politicians, and, it should be noted, computer scientists interested in automating learning. It is not surprising then that there has also been a tendency until recently to see technology, and in particular computer-aided instruction, as being closely associated with behaviourist approaches to learning, although we shall see that this does not necessarily follow.

An obvious criticism of behaviourism is that it treats humans as a black box, where inputs into the black box, and outputs from the black box, are known and measurable, but what goes on inside the black box is ignored or not considered of interest. However, humans have the ability for conscious thought, decision-making, emotions, and the ability to express ideas through social discourse, all of which may be highly significant for learning. Thus we will likely get a better understanding of learning if we try to find out what goes on inside the black box. Cognitivists therefore have focused on identifying mental processes – internal and conscious representations of the world – that they consider are essential for human learning. Fontana (1981) summarises the cognitive approach to learning as follows:

‘The cognitive approach … holds that if we are to understand learning we cannot confine ourselves to observable behaviour, but must also concern ourselves with the learner’s ability mentally to re-organize his psychological field (i.e. his inner world of concepts, memories, etc.) in response to experience. This latter approach therefore lays stress not only on the environment, but upon the way in which the individual interprets and tries to make sense of the environment. It sees the individual not as the somewhat mechanical product of his environment, but as an active agent in the learning process, deliberately trying to process and categorize the stream of information fed into him by the external world.’ (p. 148)

Thus the search for rules, principles or relationships in processing new information, and the search for meaning and consistency in reconciling new information with previous knowledge, are key concepts in cognitive psychology. Cognitive psychology is concerned with identifying and describing mental processes that affect learning, thinking and behaviour, and the conditions that influence those mental processes.

© Agile Development Blog, 2013 © Agile Development Blog, 2013

Figure 3.2: Some of the areas covered by cognitivism, based on Bloom’s taxonomy (1956). Note that this becomes a reductionist exercise, as psychologists delve deeper into each of these cognitive activities to understand the underlying mental processes.

Cognitive approaches to learning cover a very wide range. At one end, the objectivist end, cognitivists consider basic mental processes to be genetic or hard-wired, but can be programmed or modified by external factors, such as new experiences. Early cognitivists in particular were interested in the concept of mind as computer, and more recently brain research has led to a search for linking learning to the development and reinforcement of neural networks in the brain. In terms of practice this concept of mind as computer has led to several technology-based developments in teaching, including:

intelligent tutoring systems, a more refined version of teaching machines, based on analysing student responses to questions and redirecting them to the appropriate next steps in learning. Adaptive learning is the latest extension of such developments;artificial intelligence, which seeks to represent in computer software the mental processes used in human learning (which of course if successful would result in computers replacing many human activities – such as teaching, if learning is considered in an objectivist framework.)pre-determined learning outcomes, based on an analysis and development of different kinds of cognitive activities, such as comprehension, analysis, synthesis, and evaluationcertain instructional design approaches that attempt to manage the design of teaching to ensure successful achievement of pre-determined learning outcomes or objectives.

On the other hand, many other cognitivists, coming from a more constructivist epistemological perspective, would argue that mental states or even processes are not fixed but constantly evolving as new information is integrated with prior knowledge, and new strategies for seeking meaning are developed by the individual. Thus teachers who place a strong emphasis on learners developing personal meaning through reflection, analysis and construction of knowledge through conscious mental processing would represent much more of a constructivist epistemological position. It is here that the boundaries between cognitivist and constructivist learning begin to break down.

Cognitive approaches to learning, with a focus on comprehension, abstraction, analysis, synthesis, generalization, evaluation, decision-making and creative thinking, seem to fit much better with higher education than behaviourism,  but even in k-12 education, a cognitivist approach would mean for instance focusing on teaching learners how to learn, on developing stronger or new mental processes for future learning, and on developing deeper and constantly changing understanding of concepts and ideas.

Put simply, brains have more plasticity, adaptability and complexity than current computer software programs, and other factors, such as emotion, motivation, self-determination, values, and a wider range of senses, make human learning very different from the way computers operate, at least at the moment. Education would be much better served if computer scientists tried to make software to support learning more reflective of the way human learning operates, rather than trying to fit human learning into the current restrictions of behaviourist computer programming.

Nevertheless, cognitivists have increased our understanding of how humans process and make sense of new information, how we access, interpret, integrate, process, organize and manage knowledge, and have given us a better understanding of the conditions that affect learners’ mental states.

Both behaviourist and some elements of cognitive theories of learning are deterministic, in the sense that behaviour and learning are believed to be rule-based and operate under predictable and constant conditions over which the individual learner has no or little control. However, constructivists emphasise the importance of consciousness, free will and social influences on learning. Carl Rogers (1969) stated that: ‘every individual exists in a continually changing world of experience in which he is the center.’ The external world is interpreted within the context of that private world. The belief that humans are essentially active, free and strive for meaning in personal terms has been around for a long time.

Constructivists argue that individuals consciously strive for meaning to make sense of their environment in terms of past experience and their present state. It is an attempt to create order in their minds out of disorder, to resolve incongruities, and to reconcile external realities with prior experience. The means by which this is done are complex and multi-faceted, from personal reflection, seeking new information, to testing ideas through social contact with others. Problems are resolved, and incongruities sorted out, through strategies such as seeking relationships between what was known and what is new, identifying similarities and differences, and testing hypotheses or assumptions. Reality is always tentative and dynamic.

For many educators, the social context of learning is critical. Ideas are tested not just on the teacher, but with fellow students, friends and colleagues. Furthermore, knowledge is mainly acquired through social processes or institutions that are socially constructed: schools, universities, and increasingly these days, online communities. Thus what is taken to be ‘valued’ knowledge is also socially constructed. Thus knowledge is not just about content, but also values. One set of values are those around the concept of a liberal education. According to this ideology, one of the principal aims of education is that it should develop a critical awareness of the values and ideologies that shape the form of received knowledge. This then suggests a constant probing and criticism of received knowledge.

One consequence of constructivist theory is that each individual is unique, because the interaction of their different experiences, and their search for personal meaning, results in each person being different from anyone else. Thus behaviour is not predictable or deterministic, at least not at the individual level. The key point here is that learning is seen as essentially a social process, requiring communication between learner, teacher and others. This social process cannot effectively be replaced by technology, although technology may facilitate it.

It can be seen that although constructivist approaches can be and have been applied to all fields of knowledge, it is more commonly found in approaches to teaching in the humanities, social sciences, education, and other less quantitative subject areas.

The concurrence of both constructivist approaches to learning and the development of the Internet has led to the development of a particular form of constructivist teaching, originally called computer-mediated communication (CMC), but which has developed into what Harasim (2012) now calls online collaborative learning theory (OCL). She describes OCL as follows (p. 90):

‘OCL theory provides a model of learning in which students are encouraged and supported to work together to create knowledge: to invent, to explore ways to innovate, and, by so doing, to seek the conceptual knowledge needed to solve problems rather than recite what they think is the right answer. While OCL theory does encourage the learner to be active and engaged, this is not considered to be sufficient for learning or knowledge construction……In the OCL theory, the teacher plays a key role not as a fellow-learner, but as the link to the knowledge community, or state of the art in that discipline. Learning is defined as conceptual change and is key to building knowledge. Learning activity needs to be informed and guided by the norms of the discipline and a discourse process that emphasises conceptual learning and builds knowledge.‘

This approach to the use of technology for teaching is very different from the more objectivist approaches found in computer-assisted learning, teaching machines, and artificial intelligence applications to education, which primarily aim to use computing to replace at least some of the activities traditionally done by human teachers. With online collaborative learning, the aim is not to replace the teacher, but to use the technology primarily to increase and improve communication between teacher and learners, with a particular approach to the development of learning based on knowledge construction assisted and developed through social discourse. This social discourse furthermore is not random in OCL, but managed in such a way as to ‘scaffold’ learning, by assisting with the construction of knowledge in ways that are guided by the instructor, that reflect the norms or values of the discipline, and that also respect or take into consideration the prior knowledge within the discipline.

Connectivism is a relatively new theory of learning or epistemology (there’s not even agreement about which it is), it is still being refined and developed, and it is currently highly controversial, with many critics. Siemens, Downes and Cormier constructed the first massive open online course (MOOC), Connectivism and Connective Knowledge 2011, partly to explain and partly to model a connectivist approach to learning. More recently, Downes (2014) has spelled out, in a presentation called The MOOC of One, some of the relationships between individual learning, the contribution of individuals to knowledge and its flow, and networks of learners, within a broad interpretation of connectivist theory. In this presentation Downes sets out some design principles for  connectivist ‘courses’ or cMOOCs, such as:

learner autonomy, in terms of choice of content and how they choose to learnopenness, in terms of  access to the course, content, activities and methods of assessmentdiversity: varied content, individual perspectives and multiple tools, especially for networking learners and creating opportunities for dialogue and discussiointeractivity: ‘massive’ communication between learners and co-operative learning, resulting in emergent knowledgeFigure 2.1: A map of connectivism, © Stephen Downes, 2011 (accessed via pkab.wordpress.com) Figure 2.1: A map of connectivism, © Stephen Downes, 2011 (accessed via pkab.wordpress.com)

Connectivists such as Siemens and Downes tend to be somewhat vague about the role of teachers or instructors, as the focus of connectivism is more on individual participants, networks and the flow of information and the new forms of knowledge that result.. The main purpose of a teacher appears to be to provide the initial learning environment and context that brings learners together, and  to help learners construct their own personal learning environments to enable them to connect to ‘successful’ networks, with the assumption that learning will automatically occur as a result, through exposure to the flow of information and the individual’s autonomous reflection on its meaning. There is no need for formal institutions to support this kind of learning, especially since such learning often depends heavily on social media readily available to all participants.

There are numerous criticisms of the connectivist approach to teaching and learning, which include:

there is no control on the quality of content, or on contributions from participants;assessment strategies, such as peer assessment, are primitive and unreliable, thus making reliable or valid recognition of achievement more difficult;the kinds of learning that take place in connectivist MOOCs or courses are not necessarily academic, in the sense of meeting the requirements for academic knowledge, as defined in Chapter 2;many participants struggle with the lack of structure and are overwhelmed by the volume of content generated by other learners;most students need a high level of explicit support in learning from an ‘expert’ teacher and this is lacking in connectivist coursesthis kind of learning requires learners already to have at least some level of more formal or traditional education before they participate if they are to fully benefit from this kind of learning experience (and there is substantial evidence that MOOC participants tend to have an already high level of post-secondary education).thus this kind of learning is more appropriate for non-formal learning or communities of practice than for formal education.

Some of these criticisms may be overcome as practice improves, as new tools for assessment, and for organizing co-operative and collaborative work with massive numbers, are developed, and as more experience is gained. More importantly, connectivism is really the first theoretical attempt to radically re-examine the implications for learning of the Internet and the explosion of new communications technologies.

Different theories of learning reflect different positions on the nature of knowledge. With the possible exception of connectivism, there is some form of empirical evidence to support each of the theories of learning outlined here.

However, while the theories suggest different ways in which all people learn, they do not automatically tell teachers or instructors how to teach. Indeed, theories of behaviourism, cognitivism and constructivism were all developed outside of education, in experimental labs, psychology , neuroscience, and psychotherapy respectively. Educators have had to work out how to move from the theoretical position to the practical one of applying these theories within an educational experience. In other words, they have had to develop teaching methods that build on such learning theories. The next section of the book examines a range of teaching methods that have been developed, their epistemological roots, and their implications for teaching in a digital age.

Your feedback on this will be invaluable. In particular:

are theories of learning still relevant in a digital age? Is it important to discuss these?is the description of the various theories accurate and useful; if not, what should be changed?are there important theories or theoretical positions that have been missed?

Bloom, B., Englehart, M., Furst, E., Hill, W. and Krathwohl, D. (1956) Taxonomy of Educational Objectives, Handbook I: The Cognitive Domain, Longmans Green, New York, 1956

Downes, S. (2014) The MOOC of One, Stephen’s Web, March 10

Fontana, D. (1981) Psychology for Teachers London: Macmillan/British Psychological Society

Harasim, L. (2012) Learning Theory and Online Technologies New York/London: Routledge

Knapper, C. (2010) ‘Changing Teaching Practice: Barriers and Strategies’ in Christensen Hughes, J. and Mighty, J. eds. Taking Stock: Research on Teaching and Learning in Higher Education Toronto ON: McGill-Queen’s University Press

Lewin, K. (1951) Field theory in social science; selected theoretical papers. D. Cartwright (ed.). New York: Harper & Row.

Rogers, C. (1969) Freedom to Learn Columbus, OH: Charles E. Merrill Publishing Co.

Schunk, D. (2011) Learning Theories: An Educational Perspective (6th edition) New York: Pearson


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Wednesday, April 8, 2015

Learning & Development Business Partner - North East

Learning & Development Business Partner - North East Home Based, Areas covered: Felling, Northumberland, County Durham, Tyne & Wear, Teeside, and North Yorkshire.

With extensive experience of best practice L&D delivery solutions, you are ready to develop your career in a business that will encourage your insight and input, welcome your ideas and act on them. That business is AkzoNobel. Home to the Dulux Super Brand and world class products including Sikkens, Cuprinol and Polycell, we are looking for a senior level L&D professional to lead and manage the deployment of our UK L&D strategy. This is a high profile role within our business, part of a new global L&D operating model combining global aligned programs with local bespoke initiatives.
We operate in a number of important market segments ranging from buildings and infrastructure to transport, industrial and consumer goods. We’re also the sector leader in sustainability and number one in the renowned Dow Jones Sustainability Index. We are also named amongst the Top Employers in the UK.  You can’t make a great impact like this without having great people. We want to be the best – to use our leading market positions to deliver a leading performance – and for that, we need the best.  Is that you?
As the Learning & Development Business Partner for the North East you will provide high level Account Manager consultation support for this region. Working alongside senior local HR Business Partners you will be responsible for developing and implementing L&D strategic plans for each business.  You will analyse skill gaps, gain insight of key development needs and challenges and formulate plans to improve internal capability, people engagement and performance.  As the Subject Matter Expert on a country-wide basis for Commercial L&D Capability, you will partner with global and local commercial excellence teams to provide high level L&D consultation to drive people capability within UK Commercial functions. 

Degree qualified (or equivalent experience) you will have proven high level experience in L&D strategy at senior level and be a competent high level facilitator.  Ideally a CIPD (or equivalent) member with a recognised coaching qualification would be an advantage. You will be commercially astute, results focussed and a team player.  You will champion and drive the transition to a learning culture and self-managed development.  You will be effective at analysing needs and devising cohesive solutions, great at motivating and engaging diverse audiences and be a skilled influencer.

At AkzoNobel, we believe we can only grow our business as fast as we grow our people, so if you want to be L&D Business Partner in a business that will invest in you and give you the opportunity to develop please apply below.

AkzoNobel. Where your ideas go far.

LocationHome Based, Areas covered: Felling, Northumberland, County Durham, Tyne & Wear, Teeside, and North Yorkshire.SalaryCompetitive Salary & Benefits - up to 10% company bonus, company car, 25 days annual leave, pension, BUPA health insurance, 50% discount on our products.DurationPermanent full timeReference1400063EContact NameN/A

With extensive experience of best practice L&D delivery solutions, you are ready to develop your career in a business that will encourage your insight and input, welcome your ideas and act on them. That business is AkzoNobel. Home to the Dulux Super Brand and world class products including Sikkens, Cuprinol and Polycell, we are looking for a senior level L&D professional to lead and manage the deployment of our UK L&D strategy. This is a high profile role within our business, part of a new global L&D operating model combining global aligned programs with local bespoke initiatives.
We operate in a number of important market segments ranging from buildings and infrastructure to transport, industrial and consumer goods. We’re also the sector leader in sustainability and number one in the renowned Dow Jones Sustainability Index. We are also named amongst the Top Employers in the UK.  You can’t make a great impact like this without having great people. We want to be the best – to use our leading market positions to deliver a leading performance – and for that, we need the best.  Is that you?
As the Learning & Development Business Partner for the North East you will provide high level Account Manager consultation support for this region. Working alongside senior local HR Business Partners you will be responsible for developing and implementing L&D strategic plans for each business.  You will analyse skill gaps, gain insight of key development needs and challenges and formulate plans to improve internal capability, people engagement and performance.  As the Subject Matter Expert on a country-wide basis for Commercial L&D Capability, you will partner with global and local commercial excellence teams to provide high level L&D consultation to drive people capability within UK Commercial functions. 

Degree qualified (or equivalent experience) you will have proven high level experience in L&D strategy at senior level and be a competent high level facilitator.  Ideally a CIPD (or equivalent) member with a recognised coaching qualification would be an advantage. You will be commercially astute, results focussed and a team player.  You will champion and drive the transition to a learning culture and self-managed development.  You will be effective at analysing needs and devising cohesive solutions, great at motivating and engaging diverse audiences and be a skilled influencer.

At AkzoNobel, we believe we can only grow our business as fast as we grow our people, so if you want to be L&D Business Partner in a business that will invest in you and give you the opportunity to develop please apply below.

AkzoNobel. Where your ideas go far.

Apply now


View the original article here

Saturday, March 28, 2015

Learning & Development Innovation Manager

Learning & Development Innovation Manager Slough, Berkshire SL2 5DS (Occasional travel to UK sites & Amsterdam (Corporate Head Office)

With extensive experience of best practice L&D delivery solutions, you are ready to develop your career in a business that will encourage your insight and input, welcome your ideas and act on them. That business is AkzoNobel. Home to the Dulux Super Brand and world class products including Sikkens, Cuprinol and Polycell, we are looking for a senior level L&D professional to lead and manage the deployment of our UK L&D strategy. This is a high profile role within our business, part of a new global L&D operating model combining global aligned programs with local bespoke initiatives.
We operate in a number of important market segments ranging from buildings and infrastructure to transport, industrial and consumer goods. We’re also the sector leader in sustainability and number one in the renowned Dow Jones Sustainability Index. We are also named amongst the Top Employers in the UK.  You can’t make a great impact like this without having great people. We want to be the best – to use our leading market positions to deliver a leading performance – and for that, we need the best.  Is that you?
As the L&D Innovation Manager for all UK businesses you will be the Subject Matter Expert for Learning Delivery Solutions or Architectures.  Working with senior stakeholders you will introduce new approaches that enhance learning transfer, build engagement and maximise impact.  You will be a key change agent towards creating a new learning culture.  You will also be key contributor to the global L&D innovation agenda and partner with local L&D/HR senior teams to identify potential areas of improvement and drive through implementation.  You will also lead the selection of 3rd party learning partners to ensure global and local programs are successfully delivered.

Degree qualified (or equivalent experience) you will possess proven high level experience in L&D strategy at senior level.  You will have expert knowledge of industry leading best practice L&D delivery solutions and latest thinking on sharepoint learner portals, rich media scenarios, interactive gaming, social media, mobile and learner communities. Ideally a CIPD (or equivalent) member with a recognised coaching qualification would be an advantage. You will be commercially astute, results focussed and a team player.  You will be effective at analysing needs and devising cohesive solutions, great at motivating and engaging diverse audiences and be a skilled influencer.

At AkzoNobel, we believe we can only grow our business as fast as we grow our people, so if you want to be L&D Innovation Manager in a business that will invest in you and give you the opportunity to develop please apply below.

AkzoNobel. Where your ideas go far.

LocationSlough, Berkshire SL2 5DS (Occasional travel to UK sites & Amsterdam (Corporate Head Office)SalaryCompetitive Salary & Benefits - up to 10% company bonus, 25 days annual leave, pension, BUPA health insurance, 50% discount on our products.DurationPermanent full timeReference1400063AContact NameN/A

With extensive experience of best practice L&D delivery solutions, you are ready to develop your career in a business that will encourage your insight and input, welcome your ideas and act on them. That business is AkzoNobel. Home to the Dulux Super Brand and world class products including Sikkens, Cuprinol and Polycell, we are looking for a senior level L&D professional to lead and manage the deployment of our UK L&D strategy. This is a high profile role within our business, part of a new global L&D operating model combining global aligned programs with local bespoke initiatives.
We operate in a number of important market segments ranging from buildings and infrastructure to transport, industrial and consumer goods. We’re also the sector leader in sustainability and number one in the renowned Dow Jones Sustainability Index. We are also named amongst the Top Employers in the UK.  You can’t make a great impact like this without having great people. We want to be the best – to use our leading market positions to deliver a leading performance – and for that, we need the best.  Is that you?
As the L&D Innovation Manager for all UK businesses you will be the Subject Matter Expert for Learning Delivery Solutions or Architectures.  Working with senior stakeholders you will introduce new approaches that enhance learning transfer, build engagement and maximise impact.  You will be a key change agent towards creating a new learning culture.  You will also be key contributor to the global L&D innovation agenda and partner with local L&D/HR senior teams to identify potential areas of improvement and drive through implementation.  You will also lead the selection of 3rd party learning partners to ensure global and local programs are successfully delivered.

Degree qualified (or equivalent experience) you will possess proven high level experience in L&D strategy at senior level.  You will have expert knowledge of industry leading best practice L&D delivery solutions and latest thinking on sharepoint learner portals, rich media scenarios, interactive gaming, social media, mobile and learner communities. Ideally a CIPD (or equivalent) member with a recognised coaching qualification would be an advantage. You will be commercially astute, results focussed and a team player.  You will be effective at analysing needs and devising cohesive solutions, great at motivating and engaging diverse audiences and be a skilled influencer.

At AkzoNobel, we believe we can only grow our business as fast as we grow our people, so if you want to be L&D Innovation Manager in a business that will invest in you and give you the opportunity to develop please apply below.

AkzoNobel. Where your ideas go far.

Apply now


View the original article here

Friday, March 27, 2015

Learning & Development Officer, Maternity Cover (up to 12 months)

Learning & Development Officer, Maternity Cover (up to 12 months) Windor, Berkshire

Purpose of Role
The L&D Officer will support service delivery through the design, implementation and delivery of practical training programmes for new and existing employees across the business and support implementation of business strategy.

Key areas of role and responsibilities:

Coordinate training plans across the business for new and existing employees;Carry out training needs analysis (TNA) as requested (by project office, line managers, senior managers and directors) and identify learning needs for roles across the business (including system builds and projects);Design, build and deliver training interventions to suit training needs identified across the business;Plan and deliver generic induction training plan(s) to new employees;Deliver skills based training (including generalist induction courses) to customer services and sales roles within the online “Express products/services” teams;Facilitate training sessions where delivery subject is not familiar (using a subject matter expert within the business team to assist with delivery and / or technical content);Deliver regulatory / legal training in accordance with business strategy (Anti-Money Laundering / Data Protection)Ensure timely and accurate general administration and record keeping of training activities on ADPDuties & Responsibilities

Implementation and Delivery:

Training Plans

To create and communicate training plans for frontline customer service team, private client services team (in-bound sales and dealing) and operations & payments (back-office) teams;

Customer Services

To deliver practical Customer Service training sessions to best practice standards (e.g. CIPD) through one-to-one or group sessions (for both frontline Customer Service and Operations based staff)

Sales (including Dealing)

To deliver generic sales training for Corporate Express and Private Client Services teams (e.g. Revenue generating teams)

Induction Training

To deliver initial induction/orientation training for all new startersTo coordinate and deliver new starter programme courses during in accordance with the agreed SLA’s To ensure all relevant training milestones and activity is completed to agreed standards

Regulatory / Legal Training

To support the delivery of AML (Anti Money Laundering) and DP (Data Protection) training and any associated regulatory training as required for different parts of the businessTo support HR with the delivery of required HR legislative training to management teams

Record Keeping

To maintain a Learner Management System (LMS) via ADP systemsTo keep timely and accurate records of all training completed

Skill and Expertise

CIPD (Certificate in Training Practice) or equivalent training qualificationPrevious experience working within the financial services sector (FS / banking / insurance / FX payments)Previous experience working for a SME within a L&D training role (delivery)Confident and articulate presentation skills / group training (up to 10 people per session)Ability to work with minimal supervisionAbility to build effective relationships with team members and managementAn in depth knowledge of L&D gained through both experience and understanding of current theories

About HiFX
HiFX provides unrivalled foreign exchange and international payment services to businesses and private individuals around the globe. To date we have transferred over £100 billion on behalf of our clients and are one of the world’s leading foreign currency specialists – trusted by over 5,000 companies from 100 industry sectors and assisting 75,000+ private individuals each year. For more information about our products and services please visit www.hifx.co.uk

We remain passionate about what we do and our people are at the centre of everything that we do. HiFX currently employs 210+ employees across its offices spanning the UK, Europe and Australasia.

We believe that we have a compelling employment proposition, offering attractive salaries, benefits and opportunity for career development. HiFX is proud to feature amongst the UK’s best companies to work for in 2006/07/08 and 2014.

Interested?

Please submit your CV and covering letter to our in-house recruitment team via the 'Apply now' link below.

LocationWindor, BerkshireSalary£26,000-£30,000 per annum, up to 20% bonus + benefitsReferenceHiFXLDOContact NameRecruitment

Purpose of Role
The L&D Officer will support service delivery through the design, implementation and delivery of practical training programmes for new and existing employees across the business and support implementation of business strategy.

Key areas of role and responsibilities:

Coordinate training plans across the business for new and existing employees;Carry out training needs analysis (TNA) as requested (by project office, line managers, senior managers and directors) and identify learning needs for roles across the business (including system builds and projects);Design, build and deliver training interventions to suit training needs identified across the business;Plan and deliver generic induction training plan(s) to new employees;Deliver skills based training (including generalist induction courses) to customer services and sales roles within the online “Express products/services” teams;Facilitate training sessions where delivery subject is not familiar (using a subject matter expert within the business team to assist with delivery and / or technical content);Deliver regulatory / legal training in accordance with business strategy (Anti-Money Laundering / Data Protection)Ensure timely and accurate general administration and record keeping of training activities on ADPDuties & Responsibilities

Implementation and Delivery:

Training Plans

To create and communicate training plans for frontline customer service team, private client services team (in-bound sales and dealing) and operations & payments (back-office) teams;

Customer Services

To deliver practical Customer Service training sessions to best practice standards (e.g. CIPD) through one-to-one or group sessions (for both frontline Customer Service and Operations based staff)

Sales (including Dealing)

To deliver generic sales training for Corporate Express and Private Client Services teams (e.g. Revenue generating teams)

Induction Training

To deliver initial induction/orientation training for all new startersTo coordinate and deliver new starter programme courses during in accordance with the agreed SLA’s To ensure all relevant training milestones and activity is completed to agreed standards

Regulatory / Legal Training

To support the delivery of AML (Anti Money Laundering) and DP (Data Protection) training and any associated regulatory training as required for different parts of the businessTo support HR with the delivery of required HR legislative training to management teams

Record Keeping

To maintain a Learner Management System (LMS) via ADP systemsTo keep timely and accurate records of all training completed

Skill and Expertise

CIPD (Certificate in Training Practice) or equivalent training qualificationPrevious experience working within the financial services sector (FS / banking / insurance / FX payments)Previous experience working for a SME within a L&D training role (delivery)Confident and articulate presentation skills / group training (up to 10 people per session)Ability to work with minimal supervisionAbility to build effective relationships with team members and managementAn in depth knowledge of L&D gained through both experience and understanding of current theories

About HiFX
HiFX provides unrivalled foreign exchange and international payment services to businesses and private individuals around the globe. To date we have transferred over £100 billion on behalf of our clients and are one of the world’s leading foreign currency specialists – trusted by over 5,000 companies from 100 industry sectors and assisting 75,000+ private individuals each year. For more information about our products and services please visit www.hifx.co.uk

We remain passionate about what we do and our people are at the centre of everything that we do. HiFX currently employs 210+ employees across its offices spanning the UK, Europe and Australasia.

We believe that we have a compelling employment proposition, offering attractive salaries, benefits and opportunity for career development. HiFX is proud to feature amongst the UK’s best companies to work for in 2006/07/08 and 2014.

Interested?

Please submit your CV and covering letter to our in-house recruitment team via the 'Apply now' link below.

Apply now


View the original article here

Thursday, March 26, 2015

Learning & Development Specialist

Learning & Development Specialist Manchester

Due to the secondment of the existing post holder, an exciting fixed term opportunity has arisen for an innovative and dynamic Learning and Development Specialist to join our highly motivated and progressive Human Resources Division.

This impactful role is designed to create an inspirational and innovative learning and development culture which is central to our University’s success and is highly regarded by our people. 

Working proactively with senior leaders, business managers and HR Business Partners you will analyse and identify learning and development needs.   As part of a wider team of forward thinking specialists you will collaboratively provide innovative and creative learning and development solutions to support the strategic and operational business needs of our University, its employees and teams.

To be successful in this role we are looking for an enthusiastic individual with energy and passion who has had significant experience of working with senior managers and leaders to shape strategic and operational learning and development interventions and solutions. 

You will have a demonstrable track record of success in the application of learning and development solutions with evidence of providing tangible improvements in individual and business performance.  The successful candidate will also have confidence operating in an environment of transformational change, and have the ability to inspire and motivate a diverse audience through the delivery of blended learning techniques and the application of e-learning technology.

To gain further insight into the role and to apply for the vacancy please follow the link below.

Closing date: 15 February 2015

The University of Salford is committed to an inclusive approach to equality and diversity.

LocationManchesterSalary£38,511 - £45,954 PADurationFull time, Fixed term – 24 monthsReference1443770Contact NameRecruitment

Due to the secondment of the existing post holder, an exciting fixed term opportunity has arisen for an innovative and dynamic Learning and Development Specialist to join our highly motivated and progressive Human Resources Division.

This impactful role is designed to create an inspirational and innovative learning and development culture which is central to our University’s success and is highly regarded by our people. 

Working proactively with senior leaders, business managers and HR Business Partners you will analyse and identify learning and development needs.   As part of a wider team of forward thinking specialists you will collaboratively provide innovative and creative learning and development solutions to support the strategic and operational business needs of our University, its employees and teams.

To be successful in this role we are looking for an enthusiastic individual with energy and passion who has had significant experience of working with senior managers and leaders to shape strategic and operational learning and development interventions and solutions. 

You will have a demonstrable track record of success in the application of learning and development solutions with evidence of providing tangible improvements in individual and business performance.  The successful candidate will also have confidence operating in an environment of transformational change, and have the ability to inspire and motivate a diverse audience through the delivery of blended learning techniques and the application of e-learning technology.

To gain further insight into the role and to apply for the vacancy please follow the link below.

Closing date: 15 February 2015

The University of Salford is committed to an inclusive approach to equality and diversity.

Apply now


View the original article here

Wednesday, March 25, 2015

Online learning, faculty development and academic freedom

Listen with webReader

 faculty development word tag

The move to ‘professionalize’ teaching

One of the issues that came up at last week’s conference for university Boards of Governors was the growing need for faculty to be trained in teaching methods, if students are to be fully prepared for life after university. The argument goes something like this:

1. There is increasing pressure from employers, the business community and also from educators for faculty to set clear learning outcomes, and to develop in a deliberate and conscious manner high-level intellectual and personal skills in students, which requires moving away from a model of information transmission to greater student engagement, more learner-centered teaching, and new methods of assessment that measure competencies as well as mastery of content.

2. The move to online learning and a greater use of learning technologies offers more options and choice for faculty. In order to use these technologies well, faculty require not only to know the strengths and weaknesses of different kinds of technology, but also need to have a good grasp of how students learn best. This requires a combination of knowing about the research into learning, different theories of learning related to different concepts of knowledge (epistemology), and instructional design skills. Without this basic foundation, it is difficult for faculty to move away from the only model that they are familiar with, namely the lecture and discussion model, which is limited in terms of developing what are often called 21st century skills.

3. Faculty are trained, through the doctoral route, to do research, but there is no requirement to be trained in teaching methods. At best faculty development is voluntary for faculty once appointed, and although post-doctoral students may be offered short courses or in some instances even a certificate in preparation for classroom teaching, this is again voluntary and minimal. Nevertheless teaching will take up a minimum of 40% of a faculty member’s time, and much more for many college instructors.

In effect, this is a productivity issue. The argument is that faculty will get better results, particularly in terms of learning outcomes, if they are professionally trained. Since professional training is exactly what faculty try to do for others, such as scientists, business students, pilots, doctors, health workers, teachers, and engineers, why is it not appropriate for faculty themselves?

Faculty development

The current professional development model is broken

I have argued many times that the current professional development model for faculty – and almost as much for instructors in colleges – is broken. The major problem is that for university faculty – at least in Canada – professional development is mainly voluntary. There is no requirement to take any faculty development courses for tenure or promotion, and faculty can choose to do whatever they think is most appropriate as professional development, such as attending conferences or taking sabbaticals that may have nothing to do with teaching the subject.

Professional development also is mainly focused on faculty once they are in service, rather than on training them before they have tenure or full-time contracts. But it’s hard to teach an old dog new tricks. Many people working in faculty development offices will tell you that professional development is like parents’ evening in schools: you never see the people who really need to be there. And faculty development staff themselves often carry very little clout or status with other faculty, especially outside their own subject domain.  Faculty development staff are often selected for their classroom teaching expertise but may know nothing about teaching online.

However, we don’t allow pilots to fly commercial aircraft without training, we place very high standards on doctors before they are allowed to practice medicine, and we wouldn’t tolerate engineers building roads, tunnels or bridges without very high levels of training. Then why is it OK for faculty to spend 40% or more of their time doing something for which they have had no or minimal training, and which for most students is the most important thing they are paying tuition fees for?

Barriers  to training faculty to teach

It is hard to explain to people outside the higher education institutions why this situation exists. There are many possible reasons that could be put forward, such as

faculty are too busy or overworked with research and administration, and actually doing the job of teaching, to find time for training,the reward system grossly favours research over teaching, so it’s not worth the effort,teaching is an art, not a science, so can’t be taught (so much for art schools)senior research professors don’t want their grad students to waste their time being trained to teach instead of learning how to do researchbeing an expert in a subject area makes you an expert on how to teach it.

There may be an element of truth in each of these arguments, but I believe the main reason lies in faculty’s interpretation of academic freedom.

Academic freedom and teaching

Nothing is more sacrosanct in a university than academic freedom. The concept is critical, and no less important today than in earlier times, when it was a protection against the dogma of the church or the interests of the king. In today’s world, with incredibly powerful multinational companies, governments with narrow political agendas, and the pressure for social conformity, the ability of an academic to research and talk freely, rationally and with expertise about any topic is an essential pillar of democracy, freedom and the search for truth.  It’s one of the core values of a university.

Many academics believe though that academic freedom should apply not only to their choice of what they teach, but also to how they teach it. This stems partly from their expertise in the subject area itself: ‘Don’t tell me how to teach my own subject!.’ There is also some substance in that argument. Science should be taught differently from history: the subject demands it. The fear is that by being trained to teach professionally, outside standards or processes will be imposed on academics and thus force them into some kind of bureaucratic conformity that does not meet the needs of the subject or field of study.

However, I believe that this particular argument is false. The aim is not to restrict the faculty member’s academic freedom through training in teaching, but to widen it by providing more choice. The aim is to provide alternatives and to make what the faculty member wants to do more effective, by drawing on the best research in the teaching of that subject. If you want to develop in undergraduate students high level research skills, here’s what the research tells us and here’s how to do it effectively. Here’s how technology could help to deal with more students with just as good learning outcomes.

So what should be done?

I do believe that we know enough about effective teaching in post-secondary education (see for instance Christensen Hughes and Mighty, 2010) that we should require those who wish to teach in post-secondary education to be formally qualified and to keep current in new methods. This would mean providing post-graduate students with courses and modules on teaching as well as research, if they wish to get a job as a faculty member, and requiring college instructors to take a minimum number of courses on teaching before renewal of contracts.

However, if this is imposed from outside, by government or even senior administration, especially through the collective agreement process, faculty are likely to resist strongly such pressure. It would be far better if faculty push for this themselves. After all, who would not like to get better results for the same amount of work – or even less work? Many faculty currently live in fear of new technologies. We are like the generals at the beginning of the second world war, sending 18 year old pilots to fly fighters or bombers with almost no training – only we are taking mid-career professionals instead, and trying to make them fighter pilots. Proper training can help reduce that fear, and provide much needed confidence in knowing when and when not to use technology for teaching. But this needs to be done at the outset of their careers.

Government and senior administrators also need much more determination in insisting on proper training, while at the same time making it possible. This may mean finding extra money to support the training of post-graduate students in particular. However, this initial investment will pay for itself many times over in more successful students, better learning outcomes and less stress on faculty, freeing up more time eventually for research.

Getting your input

So here are some questions for your input:

1. Can or should we professionalize teaching in higher education? Or is it already happening?

2. Do you believe that the standard professional development model is broken?

3. Why do faculty resist attempts to provide training in teaching? (I’d love to hear from faculty on this).

4. Is this a threat to academic freedom – or is academic freedom being used as a smokescreen to avoid accountability?

5. If we need professional training to teach in universities, how can this best be implemented?

6. Where is faculty training being done comprehensively and well? Why?

Summing up

Of all the challenges facing online learning, I believe the need to train faculty properly to be the most difficult. Without adequate training in teaching methods, I don’t see how learning technologies can be used effectively. We cannot afford to go on creating a whole parallel industry of instructional designers to hold the hands of faculty who can’t teach effectively. Higher education is costing too much to have amateurs doing the teaching.

But I also believe that most faculty do want to teach well, and will respond to help in the right form. So I really look forward to your feedback on this.

Reference 

Christensen Hughes, J. and Mighty, J. (2010) Taking Stock: Research on Teaching and Learning in Higher Education Montreal and  Kingston: McGill-Queen’s University Press


View the original article here

Tuesday, March 24, 2015

Learning & Development Business Partner - South East

Learning & Development Business Partner - South East Home Based, Areas covered: Stowmarket, Southampton, Oxfordshire, Milton Keynes, Northampton, Reading, Slough & London

With extensive experience of best practice L&D delivery solutions, you are ready to develop your career in a business that will encourage your insight and input, welcome your ideas and act on them. That business is AkzoNobel. Home to the Dulux Super Brand and world class products including Sikkens, Cuprinol and Polycell, we are looking for a senior level L&D professional to lead and manage the deployment of our UK L&D strategy. This is a high profile role within our business, part of a new global L&D operating model combining global aligned programs with local bespoke initiatives.
We operate in a number of important market segments ranging from buildings and infrastructure to transport, industrial and consumer goods. We’re also the sector leader in sustainability and number one in the renowned Dow Jones Sustainability Index. We are also named amongst the Top Employers in the UK.  You can’t make a great impact like this without having great people. We want to be the best – to use our leading market positions to deliver a leading performance – and for that, we need the best.  Is that you?
As the Learning & Development Business Partner for the South East you will provide high level Account Manager consultation support for this region. Working alongside senior local HR Business Partners you will be responsible for developing and implementing L&D strategic plans for each business.  You will analyse skill gaps, gain insight of key development needs and challenges and formulate plans to improve internal capability, people engagement and performance.  As the Subject Matter Expert on a country-wide basis for Commercial L&D Capability, you will partner with global and local commercial excellence teams to provide high level L&D consultation to drive people capability within UK Commercial functions. 

Degree qualified (or equivalent experience) you will have proven high level experience in L&D strategy at senior level and be a competent high level facilitator.  Ideally a CIPD (or equivalent) member with a recognised coaching qualification would be an advantage. You will be commercially astute, results focussed and a team player.  You will champion and drive the transition to a learning culture and self-managed development.  You will be effective at analysing needs and devising cohesive solutions, great at motivating and engaging diverse audiences and be a skilled influencer.

At AkzoNobel, we believe we can only grow our business as fast as we grow our people, so if you want to be L&D Business Partner in a business that will invest in you and give you the opportunity to develop please apply below.

AkzoNobel. Where your ideas go far.

LocationHome Based, Areas covered: Stowmarket, Southampton, Oxfordshire, Milton Keynes, Northampton, Reading, Slough & LondonSalaryCompetitive Salary & Benefits - up to 10% company bonus, company car, 25 days annual leave, pension, BUPA health insurance, 50% discount on our products.DurationPermanent full timeReference1400063CContact NameN/A

With extensive experience of best practice L&D delivery solutions, you are ready to develop your career in a business that will encourage your insight and input, welcome your ideas and act on them. That business is AkzoNobel. Home to the Dulux Super Brand and world class products including Sikkens, Cuprinol and Polycell, we are looking for a senior level L&D professional to lead and manage the deployment of our UK L&D strategy. This is a high profile role within our business, part of a new global L&D operating model combining global aligned programs with local bespoke initiatives.
We operate in a number of important market segments ranging from buildings and infrastructure to transport, industrial and consumer goods. We’re also the sector leader in sustainability and number one in the renowned Dow Jones Sustainability Index. We are also named amongst the Top Employers in the UK.  You can’t make a great impact like this without having great people. We want to be the best – to use our leading market positions to deliver a leading performance – and for that, we need the best.  Is that you?
As the Learning & Development Business Partner for the South East you will provide high level Account Manager consultation support for this region. Working alongside senior local HR Business Partners you will be responsible for developing and implementing L&D strategic plans for each business.  You will analyse skill gaps, gain insight of key development needs and challenges and formulate plans to improve internal capability, people engagement and performance.  As the Subject Matter Expert on a country-wide basis for Commercial L&D Capability, you will partner with global and local commercial excellence teams to provide high level L&D consultation to drive people capability within UK Commercial functions. 

Degree qualified (or equivalent experience) you will have proven high level experience in L&D strategy at senior level and be a competent high level facilitator.  Ideally a CIPD (or equivalent) member with a recognised coaching qualification would be an advantage. You will be commercially astute, results focussed and a team player.  You will champion and drive the transition to a learning culture and self-managed development.  You will be effective at analysing needs and devising cohesive solutions, great at motivating and engaging diverse audiences and be a skilled influencer.

At AkzoNobel, we believe we can only grow our business as fast as we grow our people, so if you want to be L&D Business Partner in a business that will invest in you and give you the opportunity to develop please apply below.

AkzoNobel. Where your ideas go far.

Apply now


View the original article here

Thursday, June 5, 2014

Informal Learning

Let me start off by saying that I do not consider myself an ‘academic’, I’m more than happy to dive into a book (fiction or non), but tend to stay away from L&D related books due to the authors assuming that everyone wants to wade through case-study after case-study (I don’t!).

My interest however, has been re-ignited after reading ‘Informal Learning’ by Jay Cross. This book succinctly put into context the spending/outcomes paradox that many organisations face (mine included) by presenting a simple 4-column bar graph showing that most organisations spend the majority of their money exactly where it is least effective. The use of simple analogies and wonderful diagrams really brought the subject of Informal Learning alive and has given me plenty of food for thought.


View the original article here

Monday, May 26, 2014

Synergies between online learning, on-campus teaching and flexible learning

Listen with webReader Why get the bus to campus when you can study online? Why get the bus to campus when you can study online?

Kiczcales, G. (2014) Online to improve on-campus Digital Learning Blog, UBC, Vancouver BC, April 14.

UBC’s flexible learning strategy

Nearly two weeks ago, Eric Grimson, the Chancellor of MIT, and I spent a day at the University of British Columbia consulting on the university’s strategy for flexible learning. I’ve been somewhat constrained by a confidentiality agreement, as UBC’s flexible learning strategy is still at the development stage and has yet to be formally approved, but one of the Provost’s team responsible for developing its strategy, Gregor Kiczales, has an interesting blog that he describes as a conversation about digitization of the channel between educators and learners, and what that means for university education. 

The impact of online learning on the campus

In his most recent post, Gregor discusses ‘one of the most important themes they [Eric and I] both stressed: the main reason for a university like UBC to explore online learning is to improve the on-campus learning experience.’ Certainly it was one of the points I made, that a combination of online learning and campus teaching will offer benefits to many students, by increasing flexibility and also by enabling instructors to focus on what the campus experience does best. However, it is not in my view the main reason for online learning.

I was arguing for more analysis to be made of what the campus can offer that cannot be provided more conveniently or more effectively online, with the implication that much of what we currently do on campus would actually be better replaced by online learning. What I would challenge in particular is that discussion is best done face-to-face. My experience is that very high levels of academic discussion are equally possible online as in class.

This brings me back to my law of equal substitution, which basically states that almost all teaching and learning outcomes can be just as effectively accomplished on campus or online, given good course design, although there will always be exceptions. In general, though, what determines the appropriateness of either mode are non-pedagogical factors, such as comparative costs, the differing needs of different types of students, the training of instructors, and the resources available.

I certainly believe that for young students straight out of high school, the social, sporting and cultural aspects of a campus are very important. Again, though, I question whether there is sufficient focus on these aspects today, especially in commuter universities, where a majority of the students travel in for lectures then go home. If the campus experience is so important for learning, then universities such as UBC need to really change the first and second year experience, with a move away from very large, impersonal lectures to more small group learning and more direct contact with senior research faculty. In other words, the current model, which keeps classes small for post-graduate students and large for first and second year undergraduates, should be inverted.

UBC is attempting to break up the large lecture classes, but the the cost of doing this, and the willingness or otherwise of faculty to spend more time with undergraduate students, are real challenges. It may be more realistic to focus on related academic and cultural activities that lie outside of formal courses or programs, and on those things, such as hands-on access to equipment, that cannot be done online.

Horses for courses (or rather, different courses for different horses)

The other point that really needs to be made is that public institutions such as UBC now face a much more diverse student population, with very different needs. Thus UBC has both young residential and young commuting students, local, national and international students, pre-university, undergraduate, graduate and lifelong learners, students with different levels of English language ability, gregarious and shy learners, and on and on. Every one of these groups probably needs a different range of options regarding the campus experience and the delivery of learning.

Thus I would argue that UBC also needs to focus just as much on fully online learning, or distance education, as on blended learning, or on improving the campus, as important as that is. In particular the lifelong learning market is growing rapidly, and is increasingly important economically in a highly competitive knowledge-based economy. Furthermore, lifelong learners are able and willing to pay the direct costs of for instance professional masters programs or more specific short courses or modules leading to badges or certificates. Such lifelong learners have already been through the campus experience, already have the fundamental lab or studio skills from hands-on learning, and can therefore handle more indirect forms of teaching, such as simulations or remote labs. It is for such learners that online learning is particularly appropriate.

Yes, much more flexibility

Thus UBC is absolutely right to focus on providing learning flexibly, i.e. in a wide variety of ways, to meet the diverse needs of students. In the end, students should be able to choose from a variety of ways of studying, while meeting the same teaching and learning objectives. This will require various mixes of online and classroom teaching within the same course or program. The technology to some extent does allow this ‘personalized’ learning, but it also needs to be accompanied by a major re-thinking of course design and how students can access learning, within a realistic cost framework.

Doing it right

Lastly, I have to say that in my view, UBC is way ahead of most universities in considering the impact of technology, not just on the campus, but on the whole learning experience and in particular the likely impact of changing markets on the university. I admire the way it is addressing these challenges. Thus my one day at UBC after an eleven year absence was a particularly appropriate way to conclude my career as a consultant.


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Sunday, May 25, 2014

Virtual Learning Show Day 1

Ask an open question early, VERY EARLY, possibly even on the second slide. It sets the scene and expectations for your learners.

Don’t be afraid of silence. When asking a question SHUT UP and give people the time to think and respond.

Regularly acknowledge comments in the chat panel.

 Presented by Roger Courville
12.30 – 13.30 GMT (UK time)

Brain research confirms what storytellers know from experience: we learn through storytelling. What’s more, we’re wired for it… we learn the pattern, rhythm and structure of storytelling before we learn the rhythms and patterns of written stories. Our job in learning and development is to impart knowledge and skills to create change, and while we don’t abandon facts, data, and processes, adding storytelling to the mix in the virtual classroom will add a powerful dimension to your success.

Join Roger Courville, of TheVirtualPresenter.com, and get ready to take some notes as you learn practical tips for how to construct story and take full advantage of delivering them in the virtual classroom.

Join us for this interactive live webinar to learn:

What story is (hint: it’s not “once upon a time”)How to choose the story or illustration right for youThree steps to transforming story for virtual classroomsFour tips for uniquely combining voice and visuals for improved impact

My key content take-away

If I’m honest, this session flew along so quickly due to the late start that I really can’t recall any of it, so I can’t say what parts of the content I can ‘take away’.

My key facilitation take-away

Roger was approximately 30 minutes late due to t’internet outage in Oregon, however the other facilitators stepped up to the mark and very quickly facilitated and promoted a number of quick fire Q&As via the chat panel. Because the questions were relevant, there was still a level of ‘conversation’ taking place, handy to have this in the back of my mind should things ever go belly up in one of my sessions.

 Presented by Karen Hyder
14.00 – 15.00 GMT (UK time)

Karen Hyder

While the benefits of virtual classroom training using tools such as WebEx, Adobe Connect and GoTo Training may be obvious to you  and your learners, your managers aren’t sold.  They feel face-to-face training is the only way to control the learning experience and that the transition to online learning will be too difficult.  They’ve seen too many boring webinars where participants multi-task throughout and they believe that an attempt to move training online will be a waste of time and resources.

In 2010, 88% of eLearning Guild’s survey respondents agreed that” when setup and use properly, online training was as effective as good face-to-face training.” Attend this session to experience what it takes to set up and use virtual classroom tools properly.

Discuss ways to maximize the advantages and overcome the objections of virtual classroom deliveryIdentify key considerations for managers and plan what you’ll do and say to make your case for moving your training online.

My key content take-away

Comparison of webinar / virtual classroom tools is difficult due to keeping up with the rapid development of these tools. This Wiki page is a well maintained comparison of web conferencing software.

My key facilitation take-away

Karen used the chat ‘pod’ feature within Adobe Connect which allowed her to separate specific conversations from the backchannel ‘waffle’.  I like the idea of this and would be keen to see if there is a way ‘post session’ to match the questions up with the relevant ‘chat pod’.

 Presented by Bob Mosher
15.30 – 16.30 GMT (UK time)

Bob Mosher

The virtual classroom is becoming commonplace. It offers many wonderful enhancements to the traditional brick-and-mortar classroom. The elimination of travel, the integration into the workflow, and its ability to take advantage of space learning are three wonderful advantages of this emerging medium. The danger lies in the content and context lost over time. Performance support can be the tie that binds bringing everything together and enabling knowledge transfer at a level rarely seen before.

This session will explore a new distance-learning model which encompasses performance support as a critical part of the journey.

In this session we will explore:

The GEAR four step approach to distance learningHow to design performance support to optimize space learningWhat instructors need to do to guarantee engagement

My key content take-away

Introduce Performance Support tools EARLY, don’t introduce it ‘afterwards’. Make them a part of our formal programmes, upfront of when people are having to use them for real

My key facilitation take-away

Bob used quick and dirty techniques for marking up or annotating his slides during the session. This was in stark contrast to the clinical design of the slides. This worked really well and helped the annotations to stand out.

Overall experience

Today was a great experience, I acquired some info in every single session. There were a number of people who attended every session so to a degree my concern over ‘overload’ may be mute… however, I’m not sure that the audience is typical of the majority of learners – after all, it’s our field!

I’m still doubtful that a days worth of online activities could work in the ‘real world’….

What do you think?


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Friday, April 4, 2014

MOOCs, Norway, and the ecology of digital learning

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© Ron Niebrugge MOOCs are just one species in the online digital forest - and a big and clumsy one

© Ron Niebrugge, 2013 MOOCs are just one species in the online digital forest – and a big and clumsy one

Earlier this week I was in Washington DC, at a conference called Transatlantic Science Week, aimed at promoting collaboration between research, innovation and educational institutions and organizations in the U.S.A, Canada and Norway. The main themes for the conference were International Security, Safety and Emergency Preparedness, Cyber Security and Education Policy/Education Research. (No prizes for guessing which theme I was invited to contribute to, although I have to say the others looked more interesting.) This year’s conference was organized by the Norwegian Embassy in Washington, with guidance from the Research Council of Norway.

The focus in the education theme is the digitalization of higher education, although in practice the focus is almost entirely on MOOCs. One reason for this is that Norway has set up a public commission ‘to inquire into the possibilities and challenges that accompany the development of MOOCs and similar offers.‘ The conference provides an interesting way to examine the current thinking on MOOCs of policy makers both in the U.S.A. and in Norway.

Because this is a rather long post, I’m posting the conclusions first, with more details about the conference which I hope will justify my conclusions.

Main take-aways

The value of this conference is that it brought together politicians, policy wonks, researchers and educational practitioners to share ideas and experiences. In particular, it gave me an insight into why MOOCs have resonated so much with policy-makers and others who are not embedded within the higher education system. It was clear from questions and discussions outside the sessions that policy makers remain convinced that MOOCs do offer the possibilities of lowering the cost of post-secondary education. At the same time, I find myself at conferences about MOOCs like the small boy running around shouting ‘The emperor has no clothes’ – and about as effectively.

So here are my main take-aways from the conference.

Houston, we have a problem – ‘we’ being universities and colleges. Publicly funded post-secondary institutions are perceived by important policy-makers as being unnecessarily expensive and perhaps even more importantly, not adapting fast enough to meet the demands of the 21st centuryas a result, politicians and policy-makers are only too willing to grasp at anything that might disrupt the perceived complacency within the system. MOOCs fit this requirement to perfectionthere is a growing tendency to conflate MOOCs with online learning in general. This suits of course the elite universities who have come 20 years late to the party – they are re-defining online learning according to their own interestseven re-designing a large class in a highly selective institution is now considered to be a MOOC, so as well as the conflation with online learning, MOOCs are now being equated with any large class delivered online. The concept of open-ness runs the risk of being lost, with the focus switching to free or cheapif they can get past the hubris, Ivy League universities have a lot to offer online learning. There were several examples in the conference of innovative approaches to online learning from some of the top universities in the USA, but they weren’t MOOCs as most of us would understand the term. We need to bridge the gap between the Ivy League newcomers and those who have been working in online learning elsewhere. We will all benefit from thisas a profession we have failed miserably to disseminate best practices in online learning to busy practitioners/instructors. This is not entirely our fault. If there is no requirement for pre-service training to teach in a university, there is no opportunity to bring these best practices to the attention of all faculty. Training new faculty in modern teaching methods, including online learning, based on good pedagogy and cognitive science, is the best way to address the perception that universities and colleges are failing to adapt to the 21st century.

Above all, universities need to be more cost-effective, and if they aren’t, they are going to have methods forced on them that may not have the best outcomes, either for the institutions, or for the rest of us. How each country responds to MOOCs could well define which countries will end up more equal than others, and which will succeed or fail economically and socially in the latter part of this century.

The digital democratization of universities

This was the topic of the first parallel session in the education theme . The first speaker was Norway’s new Minister of Education and Research, Torbjørn Røe Isaksen, who has been in the job for less than one month, and is the youngest member of the cabinet, at 35. In his speech he demonstrated that he was well briefed on MOOCs and their potential, and is therefore looking forward to the Commission’s report (even though the commission was set up by the previous government). He raised some thoughtful questions about MOOCs, which makes me think he is keeping an open mind on the issue, in the best sense of the word.

The Rector of the University of Bergen gave a straightforward talk about the pros and cons of MOOCs, which would come as no surprise for anyone familiar with MOOCs, but was essential for providing a common understanding among all participants. There was the usual American hyperbole about MOOCs from no less than a representative from the American Science Foundation, e.g. ‘the important thing about MOOCs is they allow for the quantifiable measurement of learning on a massive scale‘. This from an electrical engineer, the world experts on educational measurement. I’m sorry, but qualitative assessment is not ‘bad’ but essential in many areas of higher education. There is more than one epistemology.

The most interesting presentation in this session came from Cathy Sandeen, the VP, Education Attainment and Innovation, at the American Council of Education. She reported that currently 18-24 year olds constitute less than 25% of all post-secondary students in the USA. Students aged 24-34 constitute 65% of all students now, most of whom are working at least part-time, and many of whom have children. Even more importantly, the U.S.A. participation rate in post-secondary education is now only 42%, putting it in the bottom quartile of OECD countries, whereas 20 years ago it was top. To catch up, it would need to add another one million places. She ended with a brief account of ACE’s efforts at accrediting MOOCs (for my take on this, see an earlier post.)

In short, I didn’t hear anything in this section that suggested that MOOCs or online learning were doing anything to ‘democratize’ higher education – they may be, but no evidence came out of this session.

MOOCs and the re-inventing of higher education

I was on a great panel, with Chris Dede, from the Harvard Graduate School of Education, and one of the best researchers in educational technology, taking the lead. The other panelists were Berit Kjelstadt, the chair of Norway’s public commission on MOOCs, and Wendy Newstetter, a cognitive scientist/engineer from Georgia Institute of Technology. Wendy got our panel organized. The whole day to date had been wall-to-wall presentations with no time for questions even, so we organized the session with plenty of time for questions and discussion.

Chris Dede was the lead speaker. He argued that high quality teaching required at least three conditions: cognitive knowledge, situated learning (learning embedded in context), and a community of learners (social learning). He pointed out that most MOOCs were able to scale only the cognitive knowledge element effectively (as he put it ‘old wine in new bottles’). He argued that virtual immersive environments or virtual worlds allowed for the other two elements to be scaled, and showed a video of EcoMUVE, a virtual reality eco pond,  a multi-user virtual environment in which students are immersed in a virtual environment and interact with avatar-based identities to investigate an ecosystem. More can be found on this approach here.

In my presentation I thought it important to place MOOCs within the broader framework of online learning, because it was clear that many participants seemed to be equating MOOCs with all online learning. I briefly summarized what was happening in credit-based online learning (high completion rates when best practice is used), hybrid learning, mobile learning, OERs, virtual worlds, remote labs, social media and learning, etc., and then argued that xMOOCs were re-inventing the wheel, and so far the wheel is square. Conclusion: MOOCs are just one species in the online learning forest, and a big and clumsy one at that.

More provocatively, I also argued that xMOOCs are more likely to increase inequality, by undermining publicly funded education, leaving an elite of campus-based universities for the very rich, resulting in high paid knowledge-worker employment for them, and massive information transmission delivered to the rest, who will be confined to low-wage service jobs because of their lack of high-level critical thinking skills. (For a copy of the slides, send me an e-mail (tony.bates@ubc.ca) and I will send an invitation to download them via Dropbox).

Berit Kjelstadt gave a brief summary of her commission’s mandate, then Wendy responded to the three presentations, with a particular emphasis on the need for problem-based approaches to education, particularly in science and engineering. The following questions and responses were lively, with a focus on the high costs of post-secondary education, and whether MOOCs will be a means by which to drive down costs.

The Gatsby curve - will MOOCs increase or reduce inequality? (© Globe and Mail, 2013) The Gatsby curve – will MOOCs increase or reduce inequality? (© Globe and Mail, 2013)

Is blended learning the future in academia?

The program framed ‘blended learning’ as follows: ‘MOOCs provide an opportunity to …combine different learning practices, for instance, classroom instruction in Oslo, supplemented with streamed lectures from Stanford and online interaction with other students on and off campus.’ However, the speakers in this session didn’t quite see it this way.

Glynda Hull, of the University of California, Berkeley, described a really neat multimedia platform for collaborative learning designed and developed at UC Berkeley, linked to a Canvas LMS. This enables students to create and share multimedia objects and work collaboratively on projects. This looked a nice software development based on sound educational principles (although I suspect the same could be done, perhaps less elegantly, with a combination of WordPress, Mahara and Moodle), and the presentation was marred only by the usual hubris from faculty from elite universities and their re-writing of online learning history (‘Online learning to date has failed to enable effective collaborative learning…‘. Roll over Turoff, Hiltz, Scardamalia, Harasim, Pratt and Paloff, Salmon, etc. – and of course cMOOCs never existed. I was too transfixed with absorbing this to ask whether this tool was an open educational resource.

Bent Kure from the University of Oslo described how they have redesigned a first year philosophy class (mandatory for all students) into a MOOC-like course for the 2,000+ students a year who had previously studied this as self-directed learning ( ‘Here’s the textbook – turn up at the exam.’), because there was no way to fit them all into a lecture hall. The new version consisted of 8-10 minute videos+textbook+online discussion+mobile app+online tests. Well, ANYTHING would be better than the previous arrangement, wouldn’t it? And surprise, the other students who were privileged to attend the lectures also were using the stuff. But is this a MOOC? (and does it matter?).

The last session was about how George Washington University was designing its MOOC on the history of the U.S. Federal Reserve Bank, and especially how they were using professional-standard video rather than talking heads (probably wise since the participants include Bernanke, Greenspan and Volker). It seems to me that this will be one of the new generation of MOOCs in that it has involved instructional designers and a team approach that is often found in credit-based online courses.

Yes, blended learning is the future in academia, especially for very large first and second year classes. However, the external MOOC integrated into local teaching is probably not the model that will dominate. I suspect experience will show that better results can be obtained by careful re-design, including the flexible incorporation of a wide range of OERs, not only MOOCs. In particular, copyright issues need to be recognized, since Coursera and Udacity MOOC materials are not open for re-use without permission.

Technology-enhanced learning: what do we know and what is yet to be learned

The Research Council of Norway issued a contract for a complete review of the literature on technology-enhanced learning (the European term for information and communications technologies in education) over the last 20 years, covering the whole range from pre-school to post-secondary education to lifelong learning. This involved a trawl of over 1,000 journals (an example of how scattered the research is in this area), using the Thomson Reuters and Google Scholar indexing databases. The aim was to do an objective review of the research, based on a quantitative count of citations used.

Barbara Wasson and Konrad Morgan, the two contractors, gave a detailed presentation of the methodology and preliminary findings. This report when published will be extremely useful, but because of their desire to be totally objective, they were reluctant to ‘editorialize’. However, it is clear that a number of conclusions can be drawn already from this study:

there is a long history of research in this field, dating back over sixty yearssome themes, such as computer aided instruction/CBL, collaborative learning, and robotic intelligent tutoring, have continued right through to todayjust counting citations has its limits: for instance an ‘in-group’ can boost its count by cross-referencing each others’ work, without really impacting on practice or even the dissemination of knowledge to a wider groupthe great majority of research is extremely short-term, with low samples: funding agencies should concentrate on more longitudinal studies and bigger samplesresearchers are often isolated, working alone or in small groups, and therefore have little overall impacta great majority of research is tool-based which goes quickly out of date as new tools arrive; researchers fail often to learn from earlier research on similar toolsthere is a huge problem with aggregating, summarizing and disseminating the often very useful research to practitioners: it is largely inaccessible

As readers will know, I am not afraid to editorialize, summarize or disseminate, so I ended the session with my take on how prior online learning research could inform and improve the design of MOOCs (the same presentation I made to the MIT LINC conference.)

Where was Canada?

The conference attracted over 300 participants, two government ministers from Norway, including the Minister of Education and Research, one congressman from the USA, the CEO of the American Association for the Advancement of Science Education, and leading academics from some of the USA’s most prestigious universities and higher education organizations, with of course heavy representation from the Ministry of Education and Research, the Research Council, and universities in Norway.

By contrast, Canada was virtually unrepresented. From the participants list, it appears that only two Canadians attended, myself (invited by the Research Council of Norway), and Barbara Wasson, a Canadian researcher living and working in Norway. Where has the Canadian Embassy in Washington been on this event? There were as many representatives listed from the  Macedonian and Serbian embassies as from Canada, and I never found the Canadian Embassy person. No doubt Washington Canadian Embassy staff have been working to rule, as part of a widespread industrial dispute in Canada’s Department of Foreign Affairs, but since the conference next year is scheduled to be held in Toronto, the lack of Canadian representation at this conference was shocking, especially since Canada has some of the most knowledgeable people on MOOCs (and I’m not one of them), cyber security and emergency preparedness. It is Canada’s loss that we were not better represented at this most valuable conference, which is why I have spent so much effort on this post.


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