The photo and caption above illustrate the “Lan House Revolution” taking place right now in Brazil.

The concept of the LAN arrived in Brazil in 1998 but it had been previously observed only in the rich Brazilian neighborhoods.

"The economics of traditional schooling are so out of whack that there is an opening for new players," says Fred Fransen, executive director of the Center for Excellence in Higher Education, which helps donors more effectively give money to universities. From that perch, Fransen sees the typical university business model as prone to attack.

For centuries the university model dominated because nothing else worked. No technology existed that might deliver an interactive, engaging educational experience without gathering students and teachers in the same physical space. In the past century, a powerful social bias set in: Only accredited universities were allowed to grant degrees, and most professional jobs required an accredited degree.

"By making its inaugural higher education partnership with Duke, Ustream aims to help empower educational experiences across physical and financial boundaries,” said John Ham, Ustream’s chief executive officer. “We look forward to enabling Duke professors to reach students across the globe."

“Duke has a strong commitment to sharing its knowledge and expertise to serve society,” said Michael Schoenfeld, vice president for public affairs and government relations at Duke. “We’re using a growing number of new media platforms to invite the public to participate in the debates that animate our campus, on issues ranging from health care to foreign policy. These new services and programs make it possible for our faculty to connect with audiences around the world.”

elearning’s strength is in its ability to challenge learners with realistic interactions that make them interpret and apply new information. Animation could have a role in such an interaction—for example, it might be needed to duplicate a process in the real world.

How will business performance improve if we’re successful with this material? (More cynically, how can we justify the expense of creating this material?) 2. What do people need to *do* in the real world to create that business improvement? 3. What online activities will help people practice those real-world actions? (In an ideal project, these activities are also the assessment, avoiding a fact-based quiz.) 4. What’s the *minimum* information people need to complete those activities? Should it be in the course or in a job aid? This is the reverse of the common, “Here’s the content they need to know. Please make a course out of it.” The content is identified only after the performance (not learning) objectives are solid. Ideally all the stakeholders are involved in answering these questions, so we don’t have people adding additional content at the last minute. As Jenise points out, we have to please a lot of people who have sometimes conflicting goals.

here are some research-based principles from Efficiency in Learning (Clark, Nguyen, Sweller) that the animated version violates, and sometimes the non-animated version as well: –”Give learners control over pacing.” The slides were presented to a class that had no control over them. –”Present information in as few modes as needed to make it understandable” because “multiple content expressions actually overload working memory.” While we’re processing the audio in the slides, we’re also seeing redundant text, pictures, and animation, and some bullet points are inexplicably in different colors. –”Audio explanations aided learning only when the tasks were more complex and only for visuals that were not self-explanatory.” The only time audio seems useful to me is when the presentation explains the screen shot. –”Instructors should remain silent when presenting textual information to learners.” –”Sequence on-screen text after audio to minimize redundancy”