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Sara Thompson

23 Things for Professional Development - 0 views

cpd23.blogspot.com

edtech bcuedtech webtools productivity courses instruction

shared by Sara Thompson on 01 Oct 11 - No Cached
  • Sara Thompson on 01 Oct 11
     
    Possibly of use for student training ... "23 Things is a self-directed course aimed at introducing you to a range of tools that could help your personal and professional development as a librarian, information professional or something else."
Sara Thompson

British Library: going beyond books | Culture professionals network | Guardian Professi... - 0 views

www.guardian.co.uk/...british-library-doing-more

creativity art design libraries marketing collaboration commons

shared by Sara Thompson on 28 Apr 12 - No Cached
  • As this is a new initiative for the library, we're currently talking to as many creative practitioners as possible about how the library can shape services for them. We recently organised mentoring days, focus groups and networking events with partners such as Sheffield Doc/Fest
  • There's been a real buzz around the British Library recently – for the first time in March we held the Spring Festival, a five day celebration of creativity, fashion and design aimed at the creative industries. There was a lot on show, including a spring market, LATE event with 50 artists working in the front hall and a vintage knitting event – over 1,700 people took part.
  • Sara Thompson on 28 Apr 12
     
    There is so much potential for museums, galleries and libraries to think more broadly about how their collections can help and inspire anyone who needs them - whether it's artists, designers, business people or academics.
fleschnerj

Information Professions 2050 - 0 views

vimeo.com/49317328

information Professions

shared by fleschnerj on 12 Oct 12 - No Cached
  • fleschnerj on 12 Oct 12
     
    The University of North Carolina at Chapel Hill's School of Information and Library Science celebrated the ending of its 80th anniversary year by taking a forward look at the future of our field and its graduates. The Information Professionals 2050 (IP 2050) Conference brought in information and library science leaders who discussed key issues related to future visions, skills and values. Themes of the day included the areas of the 1) Information Industry, 2) Libraries and Archives, 3) Education and 4) Information Trends. The contributors are thought leaders of our profession and included: * Marshall Breeding, director for Innovative Technologies and Research, Vanderbilt University Libraries * Anne Caputo, executive director, Dow Jones' Learning and Information Professional Programs * Bonnie Carroll, president, International Information Associates * Mary Chute, deputy director for Libraries, Institute for Museum and Library Services * Lorcan Dempsey, vice president and chief strategist, OCLC * Michael Eisenberg, professor and dean emeritus, University of Washington School of Information * Buck Goldstein, University entrepreneur in residence and professor of practice, Department of Economics University of North Carolina at Chapel Hill * William Graves, senior vice president, Academic Strategy at Ellucian * Elizabeth Liddy, dean and trustee professor, Syracuse University School of Information Studies * Charles Lowry, executive director, Association for Research Libraries * Joanne Marshall, alumni distinguished professor, University of North Carolina at Chapel Hill * Nancy Roderer, director, Johns Hopkins University Welch Medical Library * Roger Schonfeld, director of research, Ithaka * David Silver, associate professor, University of San Francisco * Duncan Smith, co-founder, Novelist (EBSCO Publishing) Moderators included, * Susan Nutter, vice provost and director of Libraries, North Carolina State University * Sarah Michalak, university librarian and associate prov
Sara Thompson

Essay on making student learning the focus of higher education | Inside Higher Ed - 1 views

www.insidehighered.com/...earning-focus-higher-education

essay education assessment teaching learning

shared by Sara Thompson on 20 Apr 12 - No Cached
  • Culture -- in higher education, and in our society -- is at the heart of the matter.
  • We have reduced K-12 schooling to basic skill acquisition that effectively leaves most students underprepared for college-level learning. We have bastardized the bachelor’s degree by allowing it to morph into a ticket to a job (though, today, that ticket often doesn’t get you very far). The academy has adopted an increasingly consumer-based ethic that has produced costly and dangerous effects: the expectations and standards of a rigorous liberal education have been displaced by thinly disguised professional or job training curriculums; teaching and learning have been devalued, deprioritized, and replaced by an emphasis on magazine rankings; and increased enrollment, winning teams, bigger and better facilities, more revenue from sideline businesses, and more research grants have replaced learning as the primary touchstone for decision-making.
  • The current culture -- the shared norms, values, standards, expectations and priorities -- of teaching and learning in the academy is not powerful enough to support true higher learning. As a result, students do not experience the kind of integrated, holistic, developmental, rigorous undergraduate education that must exist as an absolute condition for truly transformative higher learning to occur.
  • ...14 more annotations...
  • Degrees have become deliverables because we are no longer willing to make students work hard against high standards to earn them.
  • Rethinking higher education means reconstituting institutional culture by rigorously identifying, evaluating and challenging the many damaging accommodations that colleges and universities, individually and collectively, have made (and continue to make) to consumer and competitive pressures over the last several decades. What do we mean by “damaging accommodations?
  • We mean the allocation of increasing proportions of institutional resources to facilities, personnel, programs and activities that do not directly and significantly contribute to the kind of holistic, developmental and transformative learning that defines higher learning.
  • We mean the deplorable practice of building attractive new buildings while offering lackluster first- and second-year courses taught primarily by poorly paid and dispirited contingent faculty.
  • We mean the assumption that retention is just keeping students in school longer, without serious regard for the quality of their learning or their cumulative learning outcomes at graduation.
  • The primary problem is that the current culture of colleges and universities no longer puts learning first -- and in most institutions, that culture perpetuates a fear of doing so. Isolated examples to the contrary exist, but are only the exceptions that prove the rule.
  • In calling for the kind of serious, systemic rethinking that directly and unflinchingly accepts the challenge of improving undergraduate higher education, we are asking for four things; taken together, they demand, and would catalyze, a profound, needed, and overdue cultural change in our colleges and universities.
  • 1. The widespread acceptance and application of a new and better touchstone for decision-making in higher education, linked to a strong framework of essential, core principles. A touchstone is a standard, or criterion, that serves as the basis for judging something; in higher education, that touchstone must be the quality and quantity of learning. A touchstone and a clear conceptual framework link our advocacy for change to a powerful set of ideas, commitments, and principles against which to test current policies, practices, and proposals for reform.
  • 2. A comprehensive re-evaluation of undergraduate education and experience guided by those core principles. This must occur both nationally, as an essential public conversation, and within the walls of institutions of all types, missions, and sizes.
  • 3. The leadership and actual implementation and renewal of undergraduate higher education needs to be led by the academy itself, supported by boards of trustees, higher education professional organizations, and regional accrediting bodies alike. Such rethinking ought to be transparent, informed by public conversation, and enacted through decisions based on the new touchstone, improving the quality and quantity of learning.
  • 4. Learning assessment must become inextricably linked to institutional efficacy. The formative assessment of learning should become an integral part of instruction in courses and other learning experiences of all types, and the summative assessment of learning, at the individual student, course, program, and institution levels should be benchmarked against high, clear, public standards.
  • Cultural problems require cultural solutions, starting with a national conversation about what is wrong, and what is needed, in higher education. The country should reasonably expect higher education to lead this conversation. For real change to occur, discussions about the quality and quantity of learning in higher education and the need for reform must occur at multiple levels, in many places, and over a significant period of time -- most importantly on campuses themselves
  • If enough change occurs in enough places, and if our public expectations remain high and consistent, learning may become the touchstone for decision-making; the quality and quantity of learning -- documented by rigorous assessment -- may become both each institution’s greatest concern and the basis for comparisons between various colleges and universities
  • Richard P. Keeling is principal, and Richard H. Hersh is senior consultant, for Keeling & Associates, a higher education consulting practice. They are authors of the recent book, We’re Losing Our Minds: Rethinking American Higher Education (Palgrave Macmillan, 2011), from which this essay is partly excerpted.
  • Sara Thompson on 20 Apr 12
     
    The core explanation is this: the academy lacks a serious culture of teaching and learning. When students do not learn enough, we must question whether institutions of higher education deliver enough value to justify their costs. Resolving the learning crisis will therefore require fundamental, thoroughgoing changes in our colleges and universities.
fleschnerj

You mean I can use the library, too? Collaborating with campus human resources to devel... - 2 views

crln.acrl.org/...14.short

crln instruction

shared by fleschnerj on 17 Jan 12 - No Cached
  • fleschnerj on 17 Jan 12
     
    A library class for staff? No problem, we've done hundreds of those for students. How different can it be?" was our first reaction to a proposal to develop a library orientation class for university professional and administrative staff.
fleschnerj

U.S. House Introduces SKILLS Act - 0 views

networkedblogs.com/sUNyS

school libraries law SKILLS Act

shared by fleschnerj on 19 Jan 12 - No Cached
  • fleschnerj on 19 Jan 12
     
    Defines an "effective school library program" to be staffed by a state-certified school librarian, have up-to-date materials including technology, teaches digital literacy skills, and finally, has regular collaboration between other education professionals over curriculum. Replaces Improving Literacy Through School Libraries with Improving Literacy and College and Career Readiness Through Effective School Library Programs which would award competitive grants to underserved local schools and school districts to develop an effective school library program. Allows school librarians access to professional development funds under Title II of ESEA.
Sara Thompson

Take Online Modules - For Teachers (Library of Congress) - 1 views

www.loc.gov/...selfdirected

training instruction education copyright research

shared by Sara Thompson on 11 Nov 11 - Cached
  • Sara Thompson on 11 Nov 11
     
    One-hour professional development modules for educators to teach themselves about copyright and primary sources of various kinds.
  • Deb Robertson on 11 Nov 11
     
    Thank you, I have been keeping this site in another folder for consideration with our new "lib guides" on our new web site. Now we will know where they are when we need them.
Deb Robertson

Connect, Collaborate, and Communicate: A Report from the Value of Academic Libraries S... - 1 views

www.ala.org/...val_summit.pdf

ACRL libraries assessment Value of academic libraries

shared by Deb Robertson on 05 Jun 12 - No Cached
  • Deb Robertson on 05 Jun 12
     
    This report presents five recommendations for the library profession: 1. Increase librarians' understanding of library value and impact in relation to various dimensions of student learning and success. 2. Articulate and promote the importance of assessment competencies necessary for documenting and communicating library impact on student learning and success. 3. Create professional development opportunities for librarians to learn how to initiate and design assessment that demonstrates the library's contributions to advancing institutional mission and strategic goals. 4. Expand partnerships for assessment activities with higher education constituent groups and related stakeholders. 5. Integrate the use of existing ACRL resources with library value initiatives.
Mark Lindner

A New Version of the Encyclopedia of Life (EOL 2.0) « INFOdocket - 0 views

infodocket.com/...e-encyclopedia-of-life-eol-2-0

science

shared by Mark Lindner on 04 Oct 11 - No Cached
  • Mark Lindner on 04 Oct 11
     
    "Providing nearly 700,000 species, 35 million pages of scanned literature and over 600,000 photos of living creatures, the Encyclopedia of Life (EOL) has recently launched a new version of its free online system in response to requests from the general public, citizen scientists, educators and professional biologists around the world for a site that was more engaging, accessible and personal."
  • Mark Lindner on 04 Oct 11
     
    May be a great resource for general biological information on species.
Sara Thompson

Think Like a Start-Up: a White Paper - The Ubiquitous Librarian - The Chronicle of High... - 0 views

chronicle.com/...k-like-a-startup-a-white-paper

libraries innovation management professional planning ideasfile resources

shared by Sara Thompson on 09 Apr 12 - No Cached
  • I’ve been fascinated with startup culture for a long time and as I considered all the changes happening in academic libraries (and higher ed) the parallels were quite stunning.
  • we are being required to rethink/rebuild/repurpose what a library is and what it does. The next twenty years are going to be an interestingly chaotic time for the history of our institutions.
  • In concise terms: startups are organizations dedicated to creating something new under conditions of extreme uncertainty. This sounds exactly like an academic library to me. Not only are we trying to survive, but we’re also trying to transform our organizations into a viable service for 21st century scholars and learners.
  • ...2 more annotations...
  • I’ve found that entrepreneurs tend to love talking about the future of higher education, largely because it didn’t work well for them and they want to see something different.
  • Let me know if something resonates with you or your workplace. I’d love to hear from libraries practicing a similar R&D methodology.
  • Sara Thompson on 09 Apr 12
     
    Deb, I think this would be right up your alley. He's asking a lot of the same questions you ask, with some interesting links on the last page to other resources. Sections: 1. Is higher ed too big to fail? 2. Innovators wanted 3. Think like a startup 4. Lean startups 5. Build, Measure, Learn 6. Three Essential Qualities 7. Too much assessment, not enough innovation 8. A strategic culture (not plan) 9. Microscopes and telescopes 10. Real artists ship
Sara Thompson

Catching up with information literacy assessment - 0 views

crln.acrl.org/...202.full

libraries assessment info-literacy training professional instruction

shared by Sara Thompson on 11 Apr 12 - No Cached
  • Sara Thompson on 11 Apr 12
     
    "The goal of this article is to build on the assessment links Jarson provided. Her stated goal was to "guide readers to important resources for understanding information literacy and to provide tools for readers to advocate for information literacy's place in higher education curricula." In addition to the information on resources and tools, Jarson provided links to universities whose assessment tools were available for review on their Web sites. For this article, selected Web sites have been accessed and evaluated further. A handful of additional information resources have been profiled, including new Web sites that offer a variety of assessment tool formats."
Sara Thompson

project curve, part six: collaborative instruction portfolios. « info-mational - 0 views

infomational.wordpress.com/...orative-instruction-portfolios

instruction portfolios info-literacy libraries training professional prof-dev articles

shared by Sara Thompson on 17 Feb 12 - No Cached
  • Faculty (post-instruction and end of term) and student survey instruments are available online.
  • An important deliverable of this project is that it creates an lasting, annualized archive of the cumulative efforts, learning objects, and outcomes related to a given instruction program on both the course and aggregate level
  • Portfolio projects of this nature also streamline group efforts and produce ready programmatic evidence of instructional effectiveness and outcomes, crucial to the processes of accreditation, review, and value demonstration
Sara Thompson

Bring back the 40-hour work week - Salon.com - 0 views

www.salon.com/...singleton

productivity history business professional management people

shared by Sara Thompson on 25 Mar 12 - No Cached
  • This is what work looks like now. It’s been this way for so long that most American workers don’t realize that for most of the 20th century, the broad consensus among American business leaders was that working people more than 40 hours a week was stupid, wasteful, dangerous and expensive — and the most telling sign of dangerously incompetent management to boot.
  • By 1914, emboldened by a dozen years of in-house research, Henry Ford famously took the radical step of doubling his workers’ pay, and cut shifts in Ford plants from nine hours to eight. The National Association of Manufacturers criticized him bitterly for this — though many of his competitors climbed on board in the next few years when they saw how Ford’s business boomed as a result.
  • One is that increasing a team’s hours in the office by 50 percent (from 40 to 60 hours) does not result in 50 percent more output (as Henry Ford could have told them). Most modern-day managers assume there will be a direct one-to-one correlation between extra hours and extra output, but they’re almost always wrong about this. In fact, the numbers may typically be something closer to 25-30 percent more work in 50 percent more time.
  • ...16 more annotations...
  • By that point, there were a solid five decades of industrial research that proved, beyond a doubt, that if you wanted to keep your workers bright, healthy, productive, safe and efficient over a sustained stretch of time, you kept them to no more than 40 hours a week and eight hours a day.
  • The other thing about knowledge workers is that they’re exquisitely sensitive to even minor sleep loss. Research by the US military has shown that losing just one hour of sleep per night for a week will cause a level of cognitive degradation equivalent to a .10 blood alcohol level. Worse: most people who’ve fallen into this state typically have no idea of just how impaired they are. It’s only when you look at the dramatically lower quality of their output that it shows up. Robinson writes: “If they came to work that drunk, we’d fire them — we’d rightly see them as a manifest risk to our enterprise, our data, our capital equipment, us and themselves. But we don’t think twice about making an equivalent level of sleep deprivation a condition of continued employment.”
  • Another is that overtime is only effective over very short sprints. This is because (as Sidney Chapman showed in 1909) daily productivity starts falling off in the second week, and declines rapidly with every successive week as burnout sets in. Without adequate rest, recreation, nutrition and time off to just be, people get dull and stupid. They can’t focus.
  • The Business Roundtable study found that after just eight 60-hour weeks, the fall-off in productivity is so marked that the average team would have actually gotten just as much done and been better off if they’d just stuck to a 40-hour week all along. And at 70- or 80-hour weeks, the fall-off happens even faster: at 80 hours, the break-even point is reached in just three weeks.
  • Wise managers who understand this will a) avoid requiring overtime crunches, because they’re acutely aware of the serious longer-term productivity hit that inevitably follows; b) keep the crunches as short as possible when they are necessary; and c) give their teams a few days off — one to two comp days per overtime week worked is about right — at the end of a hard sprint. This downtime enables them recuperate more quickly and completely. It’s much more productive to have them gone for the next week — and then back on the job, rested and ready to work — than have them at their workstations but too fried to get anything useful done for the next month.
  • After WWII, as the GI Bill sent more workers into white-collar jobs, employers at first assumed that the limits that applied to industrial workers probably didn’t apply to knowledge workers. Everybody knew that eight hours a day was pretty much the limit for a guy swinging a hammer or a shovel; but those grey-flannel guys are just sitting at desks. We’re paying them more; shouldn’t we be able to ask more of them? The short answer is: no. In fact, research shows that knowledge workers actually have fewer good hours in a day than manual laborers do — on average, about six hours, as opposed to eight. It sounds strange, but if you’re a knowledge worker, the truth of this may become clear if you think about your own typical work day. Odds are good that you probably turn out five or six good, productive hours of hard mental work; and then spend the other two or three hours on the job in meetings, answering e-mail, making phone calls and so on. You can stay longer if your boss asks; but after six hours, all he’s really got left is a butt in a chair. Your brain has already clocked out and gone home.
  • Here’s why. By the eighth hour of the day, people’s best work is usually already behind them (typically turned in between hours 2 and 6). In Hour 9, as fatigue sets in, they’re only going to deliver a fraction of their usual capacity. And with every extra hour beyond that, the workers’ productivity level continues to drop, until at around 10 or 12 hours they hit full exhaustion.
  • For these people, work wasn’t just work; it was their life’s passion, and they devoted every waking hour to it, usually to the exclusion of non-work relationships, exercise, sleep, food and sometimes even personal care. The popular stereotype of the geek was born in some real truths about the specific kinds of people who were drawn to tech in those early years.
  • Companies broadened their working hours, so programmers who came in at noon and worked through till midnight could make their own schedules. Dress codes were loosened; personal eccentricities were celebrated. HP famously brought in breakfast every morning so its engineers would remember to eat.
  • There were two problems with this. The first is that this “passion” ideal didn’t recognize that the vast majority of people have legitimate physical, emotional and psychological needs — things like sleep, exercise, relaxation and the maintenance of strong family and social support bonds — that these engineers didn’t have to nearly the same degree. The second was that most managers, lacking windows into their workers’ souls, decided to cut corners and measure passion with one easy-to-chart metric: “willingness to spend your entire life at the office.”
  • The unions — for 150 years, the guardians of the 40-hour week — were falling under a conservative onslaught; and in their place, the new cult of the entrepreneur was ascendant.
  • “working 90 hours a week and loving it!” (an actual T-shirt worn with pride by the original Macintosh team. (Productivity experts estimate that we’d have probably had the Mac a year sooner if they’d worked half as many hours per week instead.)
  • Within 15 years, everything America’s managers used to know about sustaining worker productivity was forgotten. Now, 30 years and a few economic meltdowns on, the cafeterias and child-care centers and gyms are mostly gone, along with the stock options and bonuses that were once held out as the potential reward for the long hours. All that remains of those heady, optimistic days is the mandatory 60-hour work-week. And, unless you’re an hourly worker — still entitled to time and a half by law — the only inducement employers currently offer in exchange for submitting yourself to this abuse is that you get to keep your job.
  • There are now whole industries and entire branches of medicine devoted to handling workplace stress, but the bottom line is that people who have enough time to eat, sleep, play a little, exercise and maintain their relationships don’t have much need of their help. The original short-work movement in 19th-century Britain demanded “eight for work, eight for sleep and eight for what we will.” It’s still a formula that works.
  • And it hurts the country, too. For every four Americans working a 50-hour week, every week, there’s one American who should have a full-time job, but doesn’t. Our rampant unemployment problem would vanish overnight if we simply worked the way we’re supposed to by law.
  • But the bottom line is: For the good of our bodies, our families, our communities, the profitability of American companies, and the future of the country, this insanity has to stop. Working long days and weeks has been incontrovertibly proven to be the stupidest, most expensive way there is to get work done.
  • Sara Thompson on 25 Mar 12
     
    Just in case we ever need more fodder for hiring...  "But the bottom line is: For the good of our bodies, our families, our communities, the profitability of American companies, and the future of the country, this insanity has to stop. Working long days and weeks has been incontrovertibly proven to be the stupidest, most expensive way there is to get work done."
fleschnerj

Future U: Library 3.0 has more resources, greater challenges | Ars Technica - 0 views

arstechnica.com/...e-resources-greater-challenges

shared by fleschnerj on 21 May 12 - No Cached
  • fleschnerj on 21 May 12
     
    Libraries are changing, despite their facades. And they're changing to high-tech service companies with embedded librarians, according to some library professionals. Of course, that assumes they aren't defunded out of existence. For ladies and gentlemen of a certain age, the library is changing too fast. For kids, it's changing too slow.
Sara Thompson

Reflections on year one at PSU | Information Wants To Be Free - 0 views

meredith.wolfwater.com/...reflections-on-year-one-at-psu

info-literacy instruction assessment people libraries professional management

shared by Sara Thompson on 21 May 12 - No Cached
  • I worked with a task force to develop learning outcomes that describe the breadth of our library instruction program
  • I talk about this, and our model, in the most recent Adventures in Library Instruction podcast.
  • I’m now working with our distance learning librarian and our newly-hired instructional designer to develop a two-tiered model for deploying learning objects (one for students to drill down to just the content that meets their information need and the other for faculty to easily embed learning objects — with suggested assessments and lesson plans — in their courses).
  • ...3 more annotations...
  • I’ve really worked with my direct reports to support them and help them find projects and foci that make them feel effective and give their job coherence
  • creating a guide on assessment techniques.
  • But some of the things I was asked to accomplish in my first year (like building a culture of assessment!) really required someone with significant political capital.
  • Sara Thompson on 21 May 12
     
    Summary of her first year as head of library instruction, creating a new program, assessment, lessons learned. 
Sara Thompson

Reality-based Librarianship for Passionate Librarians at Attempting Elegance - 0 views

www.attemptingelegance.com/?p=1412

management prof-dev presentations advice libraries

shared by Sara Thompson on 09 Dec 11 - No Cached
  • Figure that out. If you can figure that out, you’re advocating for an idea, a goal, and a belief. A passion. If you can’t figure that out, you’re advocating for an outreach technique, a piece of software, this thing, that thing, or the other.
  • professional development is all about challenging legacy processes.
  • Put yourself in the right place at the right time, because you intended to be there, you worked hard to get there, and you made a plan to ensure you stayed there. You can’t just show up in your manager’s office door and say “we should have ebooks” and expect it to happen. You must have a plan. (I would, on behalf of all managers everywhere suggest that if you are the sort of person who shows up and says “we need ebooks” you might consider how that sounds to your audience, and consider how well it’s working for you.) A plan is key. Because I believe that, I’m going to assert that any goal can be project-managed, and I’ll also assert that any goal should be project-managed. Must be.  I’ll say it again: Change doesn’t just happen. Change happens because someone worked hard to put themselves in the right place, at the right time. Work to put yourself in that place, just at that time. Plan for brilliance, agitate for success.
  • ...3 more annotations...
  • You want to reach the stars.  But you look around, and you know you can get to the moon; that’s a reasonable goal, and you can see the route to get there. And so you plan for it.  But in your planning process, you realize you can’t just get to the moon; to get there with the resources you have available to you, you have to build with a really ugly rocket. And you hate that rocket. But you need that rocket. It’s what will get you to the moon.So love your rocket. Give it a cool name. Ignore how ugly it is. Always remember that it’s what will get you to the moon, and that getting to the moon is important.
  • There’s great strength in seeing a barrier for what it is, knowing when to stop hitting it, knowing when to ask for help, and knowing when to turn left and go around. Fear of failure, and our tolerance for it, are powerful motivators. If someone is strongly rooted in theirs, you may not be strong enough to move them aside. But you can always move yourself. And one way to start is to ask why someone is blocking you. Ask yourself what you can do about it, aif it’s worth doing, and if you can do it.
  • I hope everyone will consider what you’re giving up if you can’t embody your passion. You’re making a choice, and a sacrifice, if you don’t have room to act on your goals and dreams. You are the only one who can know if that’s the right decision for you, but make the decision consciously.
Sara Thompson

M.I.T. Expands Free Online Courses, Offering Certificates - NYTimes.com - 0 views

www.nytimes.com/...ses-offering-certificates.html

education online-learning courses prof-dev professional

shared by Sara Thompson on 19 Dec 11 - No Cached
  • “The technologies available are much more advanced than when we started OpenCourseWare,” Mr. Agarwal said. “We can provide pedagogical tools to self-assess, self-pace or create an online learning community.”
  • While access to the software will be free, there will most likely be an “affordable” charge, not yet determined, for a credential.
  • The certificate will not be a regular M.I.T. degree, but rather a credential bearing the name of a new not-for-profit body to be created within M.I.T; revenues from the credentialing, officials said, would go to support the M.I.T.x platform and to further M.I.T’s mission.
  • ...1 more annotation...
  • And because the M.I.T.x platform will be available free to people around the world, M.I.T. officials said they expected that other universities would also use it to offer their own free online courses. Mr. Reif said that M.I.T. was investing millions of dollars in the project, and that it expected to raise money from foundations and others.
  • Sara Thompson on 19 Dec 11
     
    "M.I.T. led the way to an era of online learning 10 years ago by posting course materials from almost all its classes. Its free OpenCourseWare now includes nearly 2,100 courses and has been used by more than 100 million people. But the new "M.I.T.x" interactive online learning platform will go further, giving students access to online laboratories, self-assessments and student-to-student discussions."
Deb Robertson

Free Webinars with U of Wisconsin-Madison SLIS Faculty - 0 views

mhtml:file://C:\Users\robertsond\AppData\Local\Microsoft\Windows\Temporary Internet Files\Content.Outlook\TAYQTQCF\email.mht

UW-Madison SLIS e-journal licensing professional development Webinar

shared by Deb Robertson on 02 Feb 12 - No Cached
  • Deb Robertson on 02 Feb 12
     
    To register: email Anna Palmer (ahpalmer@wisc.edu) Thursday, February 23, Board Books in Libraries: Helping Librarians and Caregivers Develop Emergent Readers with Allison Kaplan, Ed.D. Friday, March 9, Contemporary Trends and Debates in E-Journal Licensing with Kristin Eschenfelder Wednesday, April 4, Learning from H1N1: Public libraries and public health with Catherine Arnott-Smith
Sara Thompson

Nobody cares about the library: How digital technology makes the library invisible (and... - 1 views

www.foundhistory.org/...isible-and-visible-to-scholars

libraries usability userstudies training professional

shared by Sara Thompson on 23 Feb 12 - No Cached
  • Yet, while it is certainly true that digital technology has made libraries and librarians invisible to scholars in some ways, it is also true, that in some areas, digital technology has made librarians increasingly visible, increasingly important.
  • The invisible library
  • Let me offer three instances where the library should strive for invisibility, three examples of “good” invisibility:
  • ...8 more annotations...
  • Search:
  • APIs and 3rd party mashups:
  • Social media:
  • The visible library
  • Focus on special collections
  • Start supporting data-driven research
  • Start supporting new modes of scholarly communication—financially, technically, and institutionally.
  • Here I’d suggest tools and training for database creation, social network analysis, and simple text mining.
  • Sara Thompson on 23 Feb 12
     
    Skip the first bit about the Chuck clip - not important and too long. Scroll forward to the part starting with "The Invisible Library" -- excellent food for thought about the roles we play. 
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