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This score was worth 70% of their final exam grade (the other 30% had been determined by their classmates in their group oral presentations). The final exam as a whole was 20% of their final (semester) grade. No one element in the final was worth more than 15% of their final grade. Personally, I always hated it when final exams were the deciding factor in your final grade for a course. Some people just don’t test well, especially at the end of a long semester. For many of my students this was their first semester of college finals and I know they were nervous. I tried to be sensitive to all of those things when thinking about the weight of this exam and its impact upon their grade.

Net Gen students are facile at multitasking

Workers anticipated having a single profession for the duration of their working lives. Education was based on a factory-like, "one size fits all" model. Talent was developed by weeding out those who could not do well in a monochromatic learning environment.

Knowing now means using a well-organized set of facts to find new information and to solve novel problems. In 1900, learning consisted largely of memorization; today it relies chiefly on understanding.

In many ways, our key methods of coping with overload haven’t changed since the 16th century: We still need to select, summarize, and sort, and ultimately need human judgment and attention to guide the process.

Early modern compilers were driven by this enthusiasm, even beyond their hopes for acquiring reputation or financial gain. Today, we see the same impulse in the proliferation of cooperative information sharing on the Internet, such as the many designers and programmers sharing new ways to visualize and efficiently use huge quantities of data. In democratizing our ability to contribute to a universal encyclopedia of experience and information, the Internet has shown just how widespread that long-running ambition remains today.

Overload has long been fueled by our own enthusiasm — the enthusiasm for accumulating and sharing knowledge and information, and also for experimenting with new forms of organizing and presenting it.

if the profit margin that commercial publishers obtain from institutions that support the faculty in their research, and then, ironically, buy it back at exorbitant expense were revealed and better understood as a significant and unnecessary drain on our meager resources, higher education leaders might be able to use the opportunities that technology now offers to by-pass these publishers, perhaps manage our own scholarly publications and certainly avoid this extraordinary expense in the name of the common good that education offers society.

They are clearly intending to argue that ripping DVDs to put them online for a course involves defeating a technological protection measure (CSS, to be exact), and that is illegal under the DMCA and trumps any claim of fair use (even for libraries making preservation copies under section 108). If this goes to court, expect AIME to claim that UCLA violated the DMCA the second they moved content from a DVD to a hard drive.

My hypothesis, if correct, would oblige us to recognize the fact that the primary function of written communication is to facilitate slavery.

The use of writing for disinterested purposes, and as a source of intellectual and aesthetic pleasure, is a secondary result, and more often than not it may even be turned into a means of strengthening, justifying or concealing the other. (p. 299)

Already our ideas about privacy are radically different than they were a decade ago.

One of the best examples I have seen of the flex model was in Morgan Hill, California. This is a district south of San Jose where about a third of its students are Hispanic and I believe over a third of its students are on free-and-reduced price lunch. The school is called the Silicon Valley Flex Academy - Grades 6 through 12. As you walk into the school there are a couple of huge open spaces on either side where every student has his/her own office. In this space, each student has his/her own computer. The students are encouraged to decorate their own space with things they like (in the same way an adult might decorate an office at work). There are break out classrooms around the perimeter of the building. Here teachers are getting the data on how the kids are doing. Teachers can pull students into these break-out classrooms in very small groups. The teacher is then able to focus on a student's individual issues. The teacher's job is totally different in this arrangement. The fascinating thing was how much ownership the students have over their learning. They all knew exactly what was expected of them the entire year. They knew exactly how they were doing at any point. Their job was to learn the material. If they could get the work done during the school day there was no homework. So it was up to the individual students to make those decisions.

The teachers I spoke to explained that they had been trained to do lesson planning, lectures to large groups of students and classroom management -- none of which they were now doing. They explained that the adjustment was difficult. Training has not been built into the formal teacher training system for programs like this, and few are really thinking about it at the moment. Now, the teacher is still doing teaching or tutoring when pulling students out into small groups for project-based work, but instead of this being determined by a pacing guide, this is now being determined by where the students are in their learning. What was so interesting was that in this model, teachers were able to do the tutoring and value enrichment work that teachers really like to do but don't always get time to do in a classroom. One of the challenges the teachers mentioned was staying on top of scheduling. How do you keep track when you have students at different places in the curriculum? Those were tough decisions for teachers to make and they were, as you say, learning on the job.

When students own their learning, they feel responsible for it and motivated to do it. What they also appreciated was that the teacher was no longer there to "punish them" or "grade them down". Instead the teacher was there to help them reach their goal. This is much more of an environment built around success and motivation versus failure.

Light's examination of the impact of group study among students at Harvard is particularly compelling. In Making the Most of College, Light presents evidence that "students who study outside of class in small groups of four to six students, even just once a week, benefit enormously. Group meetings are organized around discussions of the homework, and as a result of their study group discussion, students are far more engaged and better prepared for class, learning significantly more" (2001, 52).

Take an hour to show Garr's award winning Presentation Zen video (included in the bento box) so that people can see the principles in action before trying to design their own presentations. 

since viewers are not familiar with the approach, I found it is helpful to take some time to discuss each element.

rovide risk-free (i.e. low stakes) opportunities for learners to practice various elements of the Presentation Zen approach, share the results and provide peer reviews.

The task of the office, then, is to invite a particular kind of social interaction--the casual, nonthreatening encounter that makes it easy for relative strangers to talk to each other. Offices need the sort of social milieu that Jane Jacobs found on the sidewalks of the West Village. "It is possible in a city street neighborhood to know all kinds of people without unwelcome entanglements, without boredom, necessity for excuses, explanations, fears of giving offense, embarrassments respecting impositions or commitments, and all such paraphernalia of obligations which can accompany less limited relationships," Jacobs wrote. If you substitute "office" for "city street neighborhood," that sentence becomes the perfect statement of what the modern employer wants from the workplace.

In the war-room study, the company moved the client, the programmers, and a manager into a dedicated conference room, and made them stay there until the project was done. Using the war room cut the software-development time by two-thirds, in part because there was far less time wasted on formal meetings or calls outside the building: the people who ought to have been bumping into each other were now sitting next to each other.

The agency is in a huge old warehouse, three stories high and the size of three football fields. It is informally known as Advertising City, and that's what it is: a kind of artfully constructed urban neighborhood. The floor is bisected by a central corridor called Main Street, and in the center of the room is an open space, with café tables and a stand of ficus trees, called Central Park. There's a basketball court, a game room, and a bar. Most of the employees are in snug workstations known as nests, and the nests are grouped together in neighborhoods that radiate from Main Street like Paris arrondissements. The top executives are situated in the middle of the room. The desk belonging to the chairman and creative director of the company looks out on Central Park. The offices of the chief financial officer and the media director abut the basketball court. Sprinkled throughout the building are meeting rooms and project areas and plenty of nooks where employees can closet themselves when they need to.