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Although all of the material on IE’s Web site is free for individual use, he said, the school “avoided developing material for self-learning” because “we think class discussion is essential.”

“If you don’t ‘close’ education in certain ways then you are out of business.”

“The completion rates for students in purely online programs are very low,” he said. “If a program is too open, too flexible, too ‘on demand,’ students won’t ever finish.”

Mr. Mulder also warned against viewing O.E.R. as a panacea. “O.E.R. is not education,” he said. “It’s only content. It becomes learning when you have good teaching.”

If you feel there is no time for such a procedure (and if you are correct in your assessment), then you have the following options: Launch a campaign with other teachers directed at the problems and/or people responsible for making time unavailable so that it can be made available. If that fails, at least eliminate "research" and "term papers" from the curriculum on educational grounds.Use as much of the procedure as you can to promote inquiry and to eliminate as much plagiarism as possible.Continue to teach as in the past.Quit and find a more honorable line of work.

When these learners complete the program, they have competencies relevant to 21c life-- they can communicate, collaborate, access and integrate information from diverse sources using electronic libraries. It is an exciting way to teach and learn and it is the wave of the future so we need to gain the skills needed to make these educational experiences consistently meaningful.

Working with online instruction requires different techniques. An instructor online cannot usually look at a student's face and see that she isn't grasping the point, for example, or when she has fallen asleep. I can see why instructors would miss this type of face-to-face communication; online feedback is both less immediate and in some cases more direct. But a lecture can be truly engaging or enormously incomprehensible even for the student who moves to the front row to try to understand it all. Online learning can also reap huge results or can suffer from another set of equally mind-numbing problems.

I have to agree with jsalmons and bghansel. It's not the fact that a school is online or on-ground that matters. It's the quality of the educator that matters. I, too, have gone to and taught in Ivy League schools and found them to be a mixed bag, just as I've found online schools to be a mixed bag.

Yes, softshellcrab, discussion questions are the backbone of online courses. Are you telling me they don't play a role in on-ground education? Are you telling me that only talking-head lectures educate? Is there something wrong with students doing self-studying? Haven't you seen lecture content in online courses? I'm puzzled as to why you think critical thinking, Socratic reasoning/questioning, and constructivism are bad or can't be done online, but can on-ground.

The most (Stress THE MOST)primary issue with distance education is the degree of affective education taught.

We can use SKYPE, WIMBA or other "video" based education, but what we lose is the subtle differences of students and their interactions with others that makes it difficult to determine their level of character (highest level of affect).

Bill Gates may think we will have less seated instruction in the future (see another Chronicle issue elsewhere), but the backlash against online will be in the form of those who cannot interact and thus not obtain jobs (except in the places where it wont matter because none have any affect in that place).The bottom line is that we are losing a major portion of our education system in a pure online education format. Until we recognize how to better teach affective education with online, and more importantly assess that type of education, we will have major issues not only in higher education, but also in industry/business.And this is an open invitation for Bill Gates to discuss this issue.

"Quality on-line teaching is harder than regular classroom teaching, but poor on-line teaching is easier than regular classroom teaching."

But can I make it more specific - "Quality on-line teaching is harder (taking more time, e.g.)than regular classroom teaching of the same quality (in achieving the same extent of satisfaction in students, e.g.)?"

However, no one has mentioned the preparation required for quality online instruction. Some building blocks of good online programs are high quality/targeted content, flexible tools for development and delivery, engaging and interactive design, attentive and responsive instructors during the class, self motivated learners, and as always outcomes-based curriculum.

A high quality education has never been free and without cost. We SHOULD utilize and leverage free content and tools when it makes sense and those resources tangibly advance our learning goals. We also must remember and should discuss, however, the cases where digital content and capabilities are WORTH paying for.

develop coping skills, life skills, and team skills so they can create a satisfying philosophy by which to live and by which to contribute to the general welfare

General education is a corollary of liberal education

“quality of life” issues for these students to help them succeed in fulfilling careers and contribute to the betterment of society

they are strategically located in the right places

the colleges are still primarily staffed by part-time faculty who instruct a study body that is primarily part-time. These are not the best conditions for taking on a mandate to change the world.

When the social order is rumbling with change, when new movements are afoot, when fear stalks the land, when money flows from the heavens — when there is a tectonic shift in the community college zeitgeist — there is great opportunity to change our routine; there is opportunity for significant reform

“learning” is the same thing, or at least is deeply reflected, in what we mean by degree and certificate completion

pendulum

balance

overall purpose and what we mean by a truly educated person

Today we must prepare students for the challenges of changing careers and jobs five or six times in their lives

It took years to purge the idea of the “terminal” degree from the community college lexicon and years more to embed the principles of lifelong learning into our programs and practices

students need the skills to succeed in an initial job, but they also need the skills to cope with changes in the economy and the culture — skills to transition into their next job

We need to rethink how we learn and deal with the tacit knowledge.

Dusty wanted to put Maui on the surfing map. Dusty found four peers in the same age group and decided to build a scheme of collaboration - the likes of which the world has never seen. Dusty was the first junior champion ever in Maui and came up with a new genre - aerial surfing

Here are some things they did in their learning community:They are willing to keep failing because they knew they could learn from failure.They collectively analysed each frame of videos of the best surfers across the world.The used video camera to capture and analyse their own moves. They deconstruct their own technique by watching each frame of their work on the beach.They pulled ideas from various sports - windsurfing, skateboarding, mountain biking, motorcross, etc. The cool stuff is they've taken ideas from different domains and applied them to their own domain. They've understood the idea of 'spikes', where they've travelled to the expertise hotspots for surfing across the world to learn their trade. Now they're a bit of a spike in themselves.

This is an example of deep collaborative learning with each other. They are people that are passionate about a trade and they chase extreme performance with a deep questing disposition. They learn themselves from the things that others are doing around them. They have a commitment to indwelling -- they soak up the world around them.

The second story JSB has is about WOW - The World of Warcraft. It's a massively multi-player online role-playing game (MMORPG). There's a reason we need to care. This is the first domain where we've discovered a place where we don't have diminishing returns, we have exponentially increasing returns. The sense of joint collective activity is pretty awesome as one of the TWU students pointed as well. The core of the game is really more the social life on the edge of the game. The edge is often called a knowledge economy. WOW is way too complicated to play without complex analysis tools and dashboards, but these dashboards are tailored to each player to measure their own performance and are a key to their mastery at the game. This is quite curious -- don't managers develop dashboards to look at their people? This is obviously a game changing way to self-reflect. The cool thing that goes is after action reviews -- this is very in tune with the Agile Retrospectives idea. This is an example of blending the tacit and the cognitive. This is collective indwelling and reflection. While they marinate and learn in a social context, they also reflect together when they're done, so they can learn from each other. This is the way grandmasters learn -- they practice with peers and then reflect on what they did. This is the way hackers practice their trade.

There's an incredibly rich knowledge economy around this game. On a typical night there are about 10-15000 new ideas coming up about the game. There are blizzard forums, databases, blogs, wikis, videos and what not. The way people absorb all of this is that guilds (player teams) self-organise into being a knowledge refining community to work together, curate content and then collectively learn amongst themselves. This is the idea of a personal learning network (PLN) IMO.

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.

The slips, ordered and sorted, would eventually inspire both the index card and the library card catalog.