Group items tagged

A vital community, in Jacobs's view, required more than the appropriate physical environment. It also required a certain kind of person, who could bind together the varied elements of street life.

What Stephenson's X-rays do best, though, is tell you who the public characters are. In every network, there are always one or two people who have connections to many more people than anyone else. Stephenson calls them "hubs," and on her charts lines radiate out from them like spokes on a wheel. (Bernie the candy-store owner, on Jacobs's Hudson Street, was a hub.) A few people are also what Stephenson calls "gatekeepers": they control access to critical people, and link together a strategic few disparate groups. Finally, if you analyze the graphs there are always people who seem to have lots of indirect links to other people--who are part of all sorts of networks without necessarily being in the center of them. Stephenson calls those people "pulsetakers." (In Silicon Valleyspeak, the person in a sea of cubicles who pops his or her head up over the partition every time something interesting is going on is called a prairie dog: prairie dogs are pulsetakers.)

she pointed to the lines connecting that department with other departments. "They're all coming into this one place," she said, and she showed how all the lines coming out of marketing converged on one senior executive. "There's very little path redundancy. In human systems, you need redundancy, you need communication across multiple paths."

What concerned Stephenson wasn't just the lack of redundancy but the fact that, in her lingo, many of the paths were "unconfirmed": they went only one way.

What you want to do is put people who don't trust each other near each other. Not necessarily next to each other, because they get too close. But close enough so that when you pop your head up, you get to see people, they are in your path, and all of a sudden you build an inviting space where they can hang out, kitchens and things like that. Maybe they need to take a hub in an innovation network and place the person with a pulsetaker in an expert network--to get that knowledge indirectly communicated to a lot of people."

it's clear that there are some very simple principles from the study of public characters which ought to drive the design process. "You want to place hubs at the center," Joyce Bromberg, the director of space planning, says. "These are the ones other people go to in order to get information. Give them an environment that allows access. But there are also going to be times that they need to have control--so give them a place where they can get away. Gatekeepers represent the fit between groups. They transmit ideas. They are brokers, so you might want to put them at the perimeter, and give them front porches"--areas adjoining the workspace where you might put little tables and chairs. "Maybe they could have swinging doors with white boards, to better transmit information. As for pulsetakers, they are the roamers. Rather than give them one fixed work location, you might give them a series of touchdown spots--where you want them to stop and talk. You want to enable their meandering."

The point of the new offices is to compel us to behave and socialize in ways that we otherwise would not--to overcome our initial inclination to be office suburbanites. But, in all the studies of the new workplaces, the reservations that employees have about a more social environment tend to diminish once they try it. Human behavior, after all, is shaped by context, but how it is shaped--and whether we'll be happy with the result--we can understand only with experience.

This is what I asked each student to do: 1) create a series of three goals or metas, one progressively more complex than the other, and each building upon the other, that were to be accomplished his term. The first goal was to be done by the end of March, the second by the end of April, the third maybe by the end of the term…but probably not. 2) create a series of tasks that s/he felt would lead to realizing those goals. 3) blog about about his or her progress at least 2 times per week 4) At the end of the term: write up a final self assessment (in English or in Spanish), reflecting upon the progress completed, including the work done in class that would contribute to these goals, and assign a grade for the term. The students needed to evidence of their progress as a way of justifying their chosen grade. CAVEAT: If the grade s/he chose was lower than one than I would have selected, they would get my grade and an explanation. If the grade was higher, we would continue the conversation and try to see what it was that I was missing. I was willing to be (and wanted to be!) swayed, given that this was the student’s assessment of his/her personal learning goals in Spanish.

Some (but very few indeed) met ALL of their goals. Almost all acknowledged that they had set up unrealistic expectations for themselves (in terms of how much they could get done in a semester) and many used their self assessment as a way to set up future goals for their language growth. (Exactly the kinda thing you hope to see happen…learning extending beyond the limits imposed by the classroom).

A shy, timid young man, he did not mention in his evaluation the class discussion he led, and managed, and blogged about at the end of the term… nor did he see how any of this was helping him move towards his most lofty goal…to be able to travel with friends in Spain and to be able to communicate with ease and without anxiety.

It pains me to read this, but not because of the critiques she makes about me, the tools, or the class. It pains me because Edie passed on an opportunity to try something new, experiment, take a calculated risk…all things she will eventually have to do when she travels in another culture. It’s sad because she was the only student who did not “let go” of something during the semester and instead just held on tight to how she wanted this class to be, vs how it really, truly was. Unstructured to her meant undirected. Allowing the group to decide the flow of the class frustrated her, because the cadence of the class was not one that was controlled by the teacher and therefore predictable

In the end, she presented me with a chart that logged over 40 hours of Skype conversations with a native speaker she eventually found, and 110 pages (!) of chat transcripts with others with whom she tried to make regular contact. In class, as a result of her out of class experiences, she became more involved and engaged, eventually leading a class discussion about her interests in music, but doing so such that it wove itself in with the topic the class was discussing that week.

message

analog

the best presenters often scratch out their ideas and objectives with a pen and paper.

whiteboard

sketch out my ideas

write down ke

points

outline and structure

speaking and connecting to an audience

persuade

storyboard

I draw sample images that I can use to support a particular point, say, a pie chart here, a photo there, perhaps a line graph

content to flow

notes

iStockphoto.com

presentation structure

logic of your content and the flow of the presentation

(so what?

"sell" your message in 30-45 seconds. I

essence of your presentation content and write it on the back of a business card?

Good presentations include stories. The best presenters illustrate their points with the use of storie

relevant

remember

memorable

remember

Good stories have interesting, clear beginnings, provocative, engaging content in the middle, and a clear, logical conclusion

rehearsed

several times

What is the purpose of the event?

Who is the audience?

learners construct knowledge by understanding new information building on their current understanding and expertise. Constructivism contradicts the idea that learning is the transmission of content to a passive receiver. Instead, it views learning as an active process, always based on the learner's current understanding or intellectual paradigm. Knowledge is constructed by assimilating new information into the learner's knowledge paradigm. A learner does not come to a classroom or a course Web site with a mind that is a tabula rasa, a blank slate. Each learner arrives at a learning "site" with some preexisting level of understanding.

Learning science research also highlights the importance of learner engagement, or as the American Psychological Association describes it, intentional learning.1 This means that learners must have a "metaperspective" from which to view and assess their own learning, which is often referred to as metacognition.2 An active learning environment provides the opportunity to assess one's own learning, enabling learners to make decisions about the course, as well as reflect on and assess their progress. In the past, the measure of learning was the final grade (a summative measure). But a final grade is merely a measure of the student's performance on tests. It does not measure the learning that did—or did not—take place. To encourage learning, summative testing or assessments must be combined with formative assessments. Formative assessment is not directly associated with the final grade; it helps learners understand their learning and make decisions about next steps based on that understanding.

research indicating that learning is encouraged when it includes social components such as debate or direct engagement with peers and experts. Learning is strengthened through social interactions, interpersonal relations, and communication with others.

Research indicates that learners need to be active with respect to their own learning process and assessment. Net Gen students' goal and achievement orientation comes into play here: that achievement focus can be directed toward quizzes and exercises that assist learners in evaluating their progress toward learning goals.

Obviously not all forms of learning must be social or team-based. In a variety of learning contexts, individual work is important. It may well be that Net Gen students' strengths are also their weaknesses. The expectation for fast-paced, rapidly shifting interaction coupled with a relatively short attention span may be counterproductive in many learning contexts. Repetition and steady, patient practice—key to some forms of mastery—may prove difficult for Net Gen students. Designing courses for them necessitates balancing these strengths and weaknesses.

We should not neglect the informal for the formal, or assume that Net Gen students somehow will figure out the virtual space on their own. We should connect what happens in the classroom with what happens in informal and virtual spaces.

Simply installing wireless access points and fresh carpeting isn't enough if done in isolation; such improvements pay real dividends only if they are in concert with the institution's overall teaching and learning objectives. It is the vision that generates the design principles that will, in turn, be used to make key decisions about how learning spaces are configured.

The vision and design principles should emphasize the options students have as active participants in the learning process. Design principles should include terms such as analyze, create, criticize, debate, present, and classify—all directed at what the space enables the students to do. For example, students should be able to present materials to the class. Outside class, they should have access to applications and materials that directly support analysis of data, text, and other media. Forums for discussion and critical debate, both real and virtual, are key to encouraging learning and will be looked for by Net Gen students.

Learning spaces should accommodate the use of as many kinds of materials as possible and enable the display of and access to those materials by all participants. Learning space needs to provide the participants—instructors and students alike—with interactive tools that enable exploration, probing, and examination. This might include a robust set of applications installed on the computer that controls the room's displays, as well as a set of communication tools. Since the process of examination and debate leads to discovery and the construction of new knowledge, it could be important to equip spaces with devices that can capture classroom discussion and debate, which can be distributed to all participants for future reference and study.

the end of the class meeting marks a transition from one learning mode to another.

This lecture hall is of relatively recent vintage; its seats and paired tables make it much easier to deploy and use her "tools," which include printouts of the day's reading, as well as a small laptop computer. Her fellow students are doing likewise. Each of them is using some device to access the course's Web site—some with laptops, others with tablet computers, still others with handheld computers. Using wireless connections, they all access the course's Web site and navigate to the site's "voting" page.

a "magic wand," a radio-frequency controller that enables her to operate her computer—as well as many of the classroom's functions—wirelessly, from any point in the room. She can capture anything she writes on the blackboard and make it available to her students on the course Web site. Freed from needing to take extensive notes, the students are able to participate more fully in the class discussion. Finally, the professor is carrying a small recorder that captures her lecture, digitizes the audio, and uploads it to the course Web site for the students to review when they prepare for finals.

Sandra launches the classroom's screen sharing application. Within a few seconds, her computer's screen is projected on the room's main screen. The class discussion focuses on this diagram, and the professor, using a virtual pencil, is able to make notes on the diagram. The diagram and notes are captured and placed on the class Web site for review.

Soon the debate gets stuck; the students can't resolve the issue. The professor goes to the podium, types briefly, and then asks the students to go to a URL to see a question and to choose the answer they feel is correct. The students access the Web page from laptops, handhelds, or wireless IP-based phones. In two minutes they have completed the poll and submitted their responses. The results are quickly tabulated and displayed. The wide diversity of opinion surprises everyone. The professor reframes the issue, without giving the answer, and the students continue to discuss it. She repeats the poll; this time there is more agreement among the students, enabling her to move the discussion forward.

She goes to the podium computer and clicks on a few links, and soon a videoconferencing session is displayed on the right-hand screen. She has arranged to have a colleague of hers "drop in" on the class to discuss a point that is in the colleague's particular area of expertise. The class has a conversation with the expert, who is at large research institution more than 500 miles away. Students listen to the expert's comments and are able to pose questions using one of the three cordless microphones available to the class. On the left-hand screen, the visiting professor shows some images and charts that help explain the concepts under discussion.

the other students in her class have signed up for most of the slots, conferring with friends using chat programs to ensure that they sign up for the same lab slots.

The discussion pocket is the college's term for a small, curved space with a table and bench to accommodate a meeting of four or five people. Found outside the newer classrooms, they are handy for informal, spontaneous discussions. Sandra's group moves into the pocket and for the next 15 minutes continue their "spill over" discussion of the class.

hey are able to have an audio chat; Sandra's friend is in her dorm room, and Sandra is in a remote corner of the library where conversation will not disturb others. As their discussion progresses, they go to the course's Web site and launch the virtual whiteboard to diagram some concepts. They develop a conceptual diagram—drawing, erasing, and revising it until they agree the diagram is correct. They both download a copy. Sandra volunteers to work on polishing the diagram and will leave a copy of the final diagram in her share folder in her online portfolio "locker

The underlying theme remains the same, however: cultivating learning practices consistent with learning theory and aligned with the habits and expectations of Net Gen students

For most higher education institutions, the lecture hall will not disappear; the challenge is to develop a new generation of lecture hall, one that enables Net Gen students and faculty to engage in enlivened, more interactive experiences. If the lecture hall is integrated with other spaces—physically as well as virtually—it will enable participants to sustain the momentum from the class session into other learning contexts. The goal is not to do away with the traditional classroom, but rather to reinvent and to integrate it with the other learning spaces, moving toward a single learning environment.

Learning theory is central to any consideration of learning spaces; colleges and universities cannot afford to invest in "fads" tailored to the Net Gen student that might not meet the needs of the next generation.

For example, start with the Net Gen students' focus on goals and achievement. That achievement orientation ties to learning theory's emphasis on metacognition, where learners assess their progress and make active decisions to achieve learning goals. Learning space design could support this by providing contact with people who can provide feedback: tutors, consultants, and faculty. This could, in turn, be supported in the IT environment by making formative self-tests available, as well as an online portfolio, which would afford students the opportunity to assess their overall academic progress.

As institutions create an anywhere, anytime IT infrastructure, opportunities arise to tear down silos and replace them with a more ubiquitous learning environment. Using laptops and other networked devices, students and faculty are increasingly able to carry their entire working environment with them. To capitalize on this, campus organizations must work collaboratively to create a more integrated work environment for the students and faculty, one that better serves the mobile Net Gen students as well as a faculty faced with the initial influx of these students into their ranks

One of the key variables is the institution itself. Learning spaces are institutional in scope—their implementation involves the institution's culture, tradition, and mission.

The starting point for rethinking learning spaces to support Net Gen students begins with an underlying vision for the learning activities these spaces should support. This vision should be informed by learning theory, as well as by recognition of the characteristics of the students and faculty who use these spaces.