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Jeff Steely

Learning Environments: Where Space, Technology, and Culture Converge - 0 views

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    The introduction of information technologies into higher education added new dimensions to the educational enterprise and led to investigations into how the design of learning spaces affects teaching and learning. The time has come to broaden the scope of that inquiry and consider factors beyond space, including learning culture and the changing roles of instructors, students, and other people involved in teaching and learning. The effort to understand and develop effective learning environments includes more individuals and more roles than have generally been involved in the discussion about teaching and learning, and the factors at issue include, but go beyond, technology.
Jeff Steely

Mobile Learning: Context and Prospects - 0 views

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    Abstract: On March 3 and 4, 2010, the ELI community gathered for an online focus session on mobile learning. This white paper is a synthesis of the key ideas, themes, and concepts that emerged from those sessions. The white paper also includes links to relevant focus session materials, recordings, and archives. It represents a harvesting of the key elements that we as a teaching and learning community need to keep in mind as we work to integrate mobile technology into teaching and learning in higher education. It is clear that while the application of mobile technology to learning is just now getting under way, the potential is enormous and we can expect that the rate of development will be very rapid indeed.
Jeff Steely

Digital humanities and the future of technology in higher ed. - 0 views

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    I love the final paragraph "Another way of putting that is: Do not spend eight years getting a doctorate with the sole purpose of becoming digital humanist, as you would be better off just learning to code and getting a job as a software engineer. However, if you have already made the unwise choice to enroll in a humanities Ph.D. program, one way to salvage what will otherwise be your eventual entrée onto a jobless hellscape might be to "disrupt" your Eliot (George, T.S., whichever) and start using technology to analyze, distribute, or supplement your research. The worst possible outcome, after all, will be that more than three people read your work."
Jeff Steely

Academic Commons - 0 views

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    "a community of faculty, academic technologists, librarians, administrators, and other academic professionals interested in two interlocking questions: how do creative uses of new technology and networked information support the current project of liberal education, and, perhaps more interestingly, how do they force us to re-think what it means to be liberally educated?"
sha towers

At Libraries, Quiet Makes a Comeback - Technology - The Chronicle of Higher Education - 0 views

  • The buzzing of smartphones, the clacking of computer keys, the chatter of study groups: Academic libraries aren't the quiet temples to scholarship they used to be. Personal portable technology takes some of the blame. So does the current pedagogical emphasis on group work. In response to students' devices and habits, many librarie
  • According to Elizabeth Leslie Bagley, director of library services, the students asked for designated quiet zones. "They supported the idea of not having laptops and iPods" in those spaces, she says. "They are pretty vigilant about policing it."
sha towers

Reading Intentionally Online - ProfHacker - The Chronicle of Higher Education - 0 views

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    The accumulation of feeds becomes one more thing to check, one more inbox to process. Nobody likes seeing their unread items count spiral out of control, and quickly skimming headlines to catch up doesn't feel like engaged reading. Brett Kelly has recently described why he quit RSS in an effort to read more intentionally: I realized that, for some reason I couldn't quite recall, I felt obligated to stay abreast of new developments in technology and such. That fabricated obligation led me to routinely scan big lists of headlines and, more often than not, mark the whole mess as "read" and go on to something else. Imagine this happening 2-4 times per day and I was spending between 10-30 minutes per day skimming or ignoring stuff that, for the most part, wasn't what I wanted to read. Instead of obsessively checking his RSS feeds, Brett has committed to reading longer material (in his Kindle) and to using Instapaper for managing blog and news posts that he'd like to read. How does he discover those posts, if he's not subscribed to hundreds of feeds every day? Twitter:
Ellen Filgo

FLIP THE MODEL (a pre-print) - The Ubiquitous Librarian - The Chronicle of Higher Educa... - 2 views

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    ""Academic libraries are encountering a critical inflection point. In our case it isn't a single technology that is disrupting our established system, but a barrage of advancements in publishing, pedagogy, and user preferences. The landscape is shifting around us, and the future of scholarship requires us to develop new skills, design new environments, and deliver new service capacities. In short, we need new operating models.""
Ellen Filgo

Joint Statement on Faculty Status of College and University Librarians | AAUP - 0 views

  • Indeed, all members of the academic community are likely to become increasingly dependent on skilled professional guidance in the acquisition and use of library resources as the forms and numbers of these resources multiply, scholarly materials appear in more languages, bibliographical systems become more complicated, and library technology grows increasingly sophisticated. The librarian who provides such guidance plays a major role in the learning process.
  • Because the scope and character of library resources should be taken into account in such important academic decisions as curricular planning and faculty appointments, librarians should have a voice in the development of the institution’s educational policy.
Jeff Steely

Felix - 0 views

    • Jeff Steely
       
      What if we considered library "clients/users/patrons/etc." as "members"? How would we provide services differently? What behaviors do "members" exhibit, what expectations do they have?
  • Service design can enable institutions to respond to these changes and enhance the experience of students and faculty by embedding services within learning spaces – services that promote interaction, provide access to experts, and respond directly to user needs.
  • learning space service design as the process of holistically designing the service interactions among people, information, technology, and space so that services are usable, useful, desirable, and effective
sha towers

The Gamification of Education and Cognitive, Social, and Emotional Learning Benefits | ... - 0 views

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    wondering what we can learn from this area and apply in our current (or future?) student engagement?
sha towers

Organizing the liaison role: a concept map (Judith E. Pasek) - 0 views

  • Building relationships with STEM faculty and students therefore requires an active outreach approach rather than simply waiting for individuals to contact librarians.
  • meeting faculty informally and face-to-face at departmental functions is a key outreach strategy, and that outreach techniques need to be tailored to fit the local academic community, adapted for departmental variation.
  • Being visible means creating opportunities for communication by being present where your “customers” (i.e., faculty and students) are located
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  • variety of options for initiating interactions with potential customers
  • Being relevant requires currency and an understanding of the subject matter of interest to the customer.
  • keeping current with rapid changes in technology, research directions, curriculum offerings, and scholarly trends
  • For student engagement, it means making an effort to connect to their experiences and interests to add meaning and put learning processes into context.
  • Being useful means matching resources and information to the purpose (e.g., research, coursework) and needs of the customer
  • High-quality service also involves anticipating needs and being proactive in providing services
  • Faculty are pressed for time, so offering services that can save them time can win their respect and support.
  • Timeliness means being responsive and prompt in answering questions and scheduling consultations. It also means providing services at the point of need, timing delivery to when information and services are most needed or effective.
  • The four elements of proactive customer service—visibility, relevance, usefulness, and timeliness—are interrelated and of equal importance in the implementation of liaison services.
  • The liaison concept map is meant to be a starting point for organizing and planning activities that facilitate greater connections with academic faculty and students.
  • Becoming an effective liaison librarian in today’s environment involves moving from a role peripheral to academic research and teaching, to a more integral and integrated presence within departments and programs
  • Faculty satisfaction with library liaisons increases when they have recent and direct communication, they know the name of their assigned liaison librarian, and they receive more types of services.4
  • Engaging faculty and building long-term relationships can be enhanced by shifting focus to showing interest in their research, offering newer research services (e.g., data management and repository support), and identifying opportunities for partnership.
  • While developing relationships with individual faculty members is essential, the process of making initial contacts can be orchestrated at the departmental level.
  • Building awareness of library services is a necessary first step to engagement, as faculty tend not to view librarians as instructors or research consultants
  • Keeping up with trends and adding to the liaison librarian toolkit are essential to remaining relevant and effective
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    concept map for thinking about the various pieces of the liaison librarian role, focusing on visibility, relevance, usefulness, and timeliness. used for conversation with team of librarians to take a higher altitude view of what we're trying to accomplish and then specifically how we go about doing that
Jeff Steely

Studio Classroom: Designing Collaborative Learning Spaces -- Campus Technology - 0 views

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    "What does the "classroom of the future" look like? In contrast to the traditional lecture-oriented room, this increasingly popular kind of space, known as a "studio classroom," emphasizes group learning and collaboration. But designers might not always get it right. AV expert Michael Leiboff shares 14 distinct characteristics of a successful studio classroom design."
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    Nothing earth-shatteringly original here, but a good summary of basic ideas for a studio learning environment.
sha towers

Being Essential Is Not Enough, Part 2 | Peer to Peer Review - lj.libraryjournal.com - 0 views

  • Solving a problem that already exists for your faculty (such as compliance with a mandate) is more likely to generate support for the library than trying to convince the faculty that they have a problem.
  • Listen also for areas of emphasis that you might not think of as relevant to the library.
  • Sometimes aligning your library with institutional goals and programs means creating new services, and sometimes it means adapting old ones. Since our host institutions are always changing, it always means responding quickly and nimbly to new programs and priority shifts.
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  • Instead, she worked with her leadership team to create a two-part document: the first section outlined the library’s significant achievements over the past year, and the second explained what we want to do in the coming year.
  • the message our vice president received was not “Here are all the reasons why you ought to give the library more money.” Instead, it was “Here are some of the most important ways in which the library is moving the university towards its goals, and here are ways in which we could do that even better if we had more resources to work with.”
  • Thus, the message our vice president received was not “Here are all the reasons why you ought to give the library more money.” Instead, it was “Here are some of the most important ways in which the library is moving the university towards its goals, and here are ways in which we could do that even better if we had more resources to work with.”
  • Map your library’s programs and services to the mission of the university and you will be seen as an essential strategic partner, not just another piece of costly infrastructure.
  • Takeaway lesson: Map your library’s programs and services to the mission of the university and you will be seen as an essential strategic partner, not just another piece of costly infrastructure.
  • Solving a problem that already exists for your faculty (such as compliance with a mandate) is more likely to generate support for the library than trying to convince the faculty that they have a problem.
  • offering dedicated collaboration space for use by faculty working in those clusters, reaching out to the clusters with targeted information about existing technology offerings in the libraries, and “providing dedicated subject specialists for each faculty cluster to work across the life-cycle of their research to offer guidance and connections to services
  • Sometimes aligning your library with institutional goals and programs means creating new services, and sometimes it means adapting old ones. Since our host institutions are always changing, it always means responding quickly and nimbly to new programs and priority shifts.
  • It’s not just what your campus leaders and spokespersons say, but how often and in how many contexts they say it that will tip you off to a particularly important or emerging area of institutional focus
  • ask yourself what the library might do differently (or what it might already be doing) that could have an impact on that goal, even if the goal doesn’t seem to be connected directly to library services.
  • ask yourself what the library might do differently (or what it might already be doing) that could have an impact on that goal
  • , even if the goal doesn’t seem to be connected directly to library services.
  • not just what your campus leaders and spokespersons say, but how often and in how many contexts they say it that will tip you off to a particularly important or emerging area of institutional focus
  • Listen also for areas of emphasis that you might not think of as relevant to the library.
  • If the library is doing things that don’t help further the goals and strategies laid out in them, ask yourself why—and unless the answers you come up with are unusually compelling and can be defended (with a straight face) in conversation with your provost or vice president, seriously consider discontinuing them. If your library is doing things that actively undermine those goals and strategies, stop doing those things immediately. As you consider establishing new programs or practices in your library, ask yourself from the very beginning how those new programs or practices will help further the strategic mission of your institution.
  • If the library is doing things that don’t help further the goals and strategies laid out in them, ask yourself why—and unless the answers you come up with are unusually compelling and can be defended (with a straight face) in conversation with your provost or vice president, seriously consider discontinuing them.
  • your library is doing things that actively undermine those goals and strategies, stop doing those things immediately. As you consider establishing new programs or practices in your library, ask yourself from the very beginning how those new programs or practices will help further the strategic mission of your institution.
  • no library that aligns itself to institutional priorities will end up serving all programs and all academic disciplines equally
  • our budgets and programmatic support should not be distributed equally across disciplines, but should reflect the curricular and strategic emphases of our host institutions.
  • means your monitoring of institutional communications for strategic hints will have to be sensitive to nuance
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