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They have a maker space in a church, a place where the kids can learn how to build a computer, a bike shop where they can learn how to do repairs. The kid who runs this place, Jeff Sturges, is awesome.We're sending a bunch of Media Lab people to Detroit to work with local innovators already doing stuff on the ground."

in which any bright talent anywhere, academically qualified or not, can be part of the world's leading "antidisciplinary" research lab. "Opening up the lab is more about expanding our reach and creating our network," explains Ito, appointed director in April 2011.

as Ito sees it, the formal channels of academia today inhibit progress. "In the old days, being relevant was writing academic papers. Today, if people can't find you on the internet, if they're not talking about you in Rwanda, you're irrelevant. That's the worst thing in the world for any researcher. The people inventing things might be in Kenya, and they go to the internet and search. Funders do the same thing. The old, traditional academic channel is not a good channel for attracting attention, funding, people, or preventing other people from competing with you.

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.

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.

the evolution of what was initially a group into a community of practice is illustrated, as well as how social media enables one CoP to interact with others to become part of a distributed learning network. Participants in the networked communities continually leverage each other’s professional development, and what is modeled and practiced in transactions there is applied later in their teaching practices

Teachers can be shown how to use social media, but unless they use it themselves they are unlikely to change their practices. There is evidence that teachers trained in programs where their instructors used social media (modeled it) are more comfortable with technology than if their instructors did not themselves use these tools. This article suggests how teachers can interact with numerous communities of practice and distributed learning networks where other participants are modeling to and learning from one another optimal ways of using social media in teaching. This strongly suggests that teachers must be trained not only in the use of social media, but through its use.

“To teach is to model and demonstrate. To learn is to practice and reflect.”

Over a normal Google Earth screen of Haiti, blue spots appear showing where Haitians have settled. Some are named by street, zone or landmark, and others are simply numbered as "IDP" — internally displaced persons — camps.Each blue spot can be clicked on, calling up an information box that gives a site's longitude and latitude, commune and estimated number of families and individuals. The details are updated regularly so that, in theory, charities and government officials can foresee aid shortfalls, and potential dangers such as landslides and floods.

"It gives you a quick snapshot: 'Hey, look, there's no water there,'" Kelly said. "When something happens, the initial questions we ask are: 'Where is everyone? How are they living? What services are they getting?'"

"A lot of time and effort goes into logistics. If you don't know what's coming, where to take it, you are in trouble," Kelly said. "We need to understand, not in month three but in week two, where people have moved and what their conditions are. This is going to cut through a lot of bureaucracy."

The 21st century has changed the game completely. The infrastructure is driven by the continual advances in computing, storage and bandwidth. There's no stability in sight.

In a world of increasingly rapid change, the half life of a given skill is constantly shrinking and the predictability of future needs is increasingly less certain. We're having to move from stocks to flows. This means we move from protecting knowledge assets to participating in knowledge flows. This means that our learning strategy moves to having a strong tacit component as against a hoarding mindset of stocking knowledge.

We're creating a lot of information everyday more in every two days than we did from the dawn of man to 2003.

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.

“If you take a class, in our case, you’re very likely to meet 20 students from 20 countries,” Reshef says about University of the People. “We believe, by the way, that being exposed to 20 people from 20 cultures — the way they think, the way they function in the class — is as important, if not more, than the subject area itself.”

“We re-teach the same concepts again and again,” he said. “The teacher has no sense of who in his classroom is getting it, not getting it…and when you look at all of the successful innovations, it’s where you let the student assess his knowledge, understand where they are, and proceed at a pace where they’re actually seeing that they know something before they move on.”The Department of Education’s meta-analysis, which focused on older learners, supports this. Online learners who self-monitored understanding — by, for example, deciding when to move on to the next lesson — performed better.

The modest difference in performance between online and physical classroom learners in the meta-analysis, for instance, was larger for those students who learned through a blend of online and physical classroom conditions.

As for those other 18 credits, Cencich and Khalil say they are confident that students will learn just as well online as they did in the classroom.

For professors, it means that no one would be losing his or her job — for now, anyway

PASSHE faces the usual doubts about fully online language instruction — especially in the context of a whole degree program, which would theoretically shepherd students all the way from ignorance to proficiency without ever having them cross the threshold of a classroom.

ELA: There are more sobering notes among the n-grams. For instance, here's the trajectory of Marc Chagall, an artist born in 1887. And this looks like the normal trajectory of a famous person. He gets more and more and more famous, except if you look in German. If you look in German, you see something completely bizarre, something you pretty much never see, which is he becomes extremely famous and then all of a sudden plummets, going through a nadir between 1933 and 1945, before rebounding afterward. And of course, what we're seeing is the fact Marc Chagall was a Jewish artist in Nazi Germany. Now these signals are actually so strong that we don't need to know that someone was censored. We can actually figure it out using really basic signal processing. Here's a simple way to do it. Well, a reasonable expectation is that somebody's fame in a given period of time should be roughly the average of their fame before and their fame after. So that's sort of what we expect. And we compare that to the fame that we observe. And we just divide one by the other to produce something we call a suppression index. If the suppression index is very, very, very small, then you very well might be being suppressed. If it's very large, maybe you're benefiting from propaganda.

Now when Google digitizes a book, they put it into a really nice format. Now we've got the data, plus we have metadata. We have information about things like where was it published, who was the author, when was it published. And what we do is go through all of those records and exclude everything that's not the highest quality data. What we're left with is a collection of five million books, 500 billion words, a string of characters a thousand times longer than the human genome -- a text which, when written out, would stretch from here to the Moon and back 10 times over -- a veritable shard of our cultural genome.

proponents claim, the methods “work,” as represented by higher test scores.   Because, they add, the methods are efficient, meaning you can produce results with brutal economic efficiency and large classes.  And, in ed policy-speak, the systematized, highly structured methodologies are “scaleable,” easily replicated and exported to other schools. 

Anyone intensely “drilled” in facts or simple algorithms will demonstrate superior performance when tested on short-term retention.   The students in programs like that at Williamsburg Collegiate are being trained to give the “right” answers, but they are learning little or nothing.   Other evidence exposes the folly of these practices, as test score gains among younger students are not holding as the same students move into older grades. But the policy response in most places is reflexive, not reflective.   Drill them more and test ‘em again! 

Perhaps the greatest tragedy of this approach to education is that it disregards, often punishes, the qualities that most characterize real learning.  Children are discouraged from expressing a point of view – no time for that and it isn’t on the test.  Creativity is irrelevant.  Children who are sensitive and poetic are devalued, forced into quick, aggressive responses by a drill sergeant teacher.   Critical thinking is not welcome.  Where is the space for empathy and imagination?  What about the child whose unique intelligence is the ability to visualize something beautiful, to see another possible way to solve a problem, to turn a history assignment into a song?