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Doris Reeves-Lipscomb

Enterprise Community Management: "joining up" learning and working « Learning... - 0 views

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    Great blog post by Jane Hart at Learning in the Social Workplace on Enterprise Community Management for managing and supporting learning within the workplace. It takes the comments by Donna LaCoy in 2012 discussion about how learning is not always a recognized component of work to show that in fact, someone has to manage and support such learning in ECM. Excerpt: his emerging practice is known as Enterprise Community Management (ECM), and is much wider than just supporting one small team or community of practice within an organisation, but is about having responsibility for building and sustaining a community across the whole of the organisation. In fact as ECM can include a significant range of responsibilities, in a large organisation it undoubtedly needs to be undertaken by a number of people. Screen Shot 2013-03-17 at 08.14.02ECM activities are likely to include integrating all social and collaborative initiatives into a common platform planning the new community's strategic approach promoting and supporting its use within training (both online and face-to-face, but particularly within induction/onboarding) helping to support its use for team knowledge- and resource-sharing supporting individuals as they build and maintain communities of practice and other interest groups developing an ongoing programme of both face-to-face and online activities and events - to encourage employee engagement on an ongoing basis helping to model social and collaborative working and learning behaviours as a major part of helping workers use the technology building the new personal and social skills required for productive collaboration in the organisation measuring the success of community in terms of business performance (not just in terms of social activity) Whoever takes on these ECM responsibilities is going to have a significant influence and impact on the business. But more than this, as face-to-face training goes out of fashion an
Doris Reeves-Lipscomb

(1) PKM 2010 - 0 views

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    Slide show by Harold Jarch on PKM--personal knowledge management--uses systems theory to show how we learn on mega (society), macro (organization), and micro (person) levels. (February 2010) It seems to me that a large part of a MOOC's value is forcing people to build a personal knowledge management process. They might have been able to ignore such a need before enrolling in a MOOC but cannot manage the avalanche of material otherwise. Not only do they need to become better organized in their seeking (this is where the MOOC departs from the day to day personal/professional learning sequence since it aggregates the begining content for them and continues to aggregate the work of MOOC participants), they then need to make sense of it (here again the social filtering and assessment are very helpful), and share their findings/unique perspective. As feedback is received, it motivates the first learner to keep trying to go forward. We all need an alliance of informed and thoughtful folks to keep up with the speed of change. The tools developed in the course of the MOOC can then be the core of PKM. This slide show also makes me realize that ALL online learning communities require some type of PKM and if one doesn't have a regular method for pulling information in and pushing tentative or firm opinions/conclusions out, full value cannot be realized.
Doris Reeves-Lipscomb

The State of Community Management - The BrainYard - InformationWeek - 0 views

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    white paper by the Brainyard on "The State of Community Management" for physical businesses
Doris Reeves-Lipscomb

A Massively Bad Idea - On Hiring - The Chronicle of Higher Education - 0 views

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    Review by Rob Jenkins on the Chronicle, 3.18.13, on why MOOCs are a massively bad idea for wait-listed community college students in California as proposed in new legislation there. Excerpt: "We know that succeeding in online classes requires an extraordinary degree of organization, self-discipline, motivation, and time-management skill. A simple Google search of "how to succeed in online classes" yields a plethora of Web sites-including many college and university sites-offering students such gems as "be organized," "manage your time wisely," and (my favorite) "stay motivated."" Excerpt: So to recap, California's plan (or to be fair, one senator's plan) is basically to dump hundreds of thousands of the state's least-prepared and least-motivated students into a learning environment that requires the greatest amount of preparation and motivation, where they will take courses that may or may not be effective in that format. Here's a prediction: Those students will fail and drop out at astronomical rates. Then the hand-wringing will begin anew, the system will pour millions more dollars into "retention" efforts, and the state will be in an even deeper fix than it is now. (Virtual cheating will probably run rampant, too, followed by expensive anticheating measures, but that's another blog post.) Look, I'm not a politician or an economist. I don't know the answer to California higher education's budget woes. But I'm pretty sure herding community-college students into MOOCs is not it.
Doris Reeves-Lipscomb

Online Community Management: It's about more than sending a tweet | NetSquared, an init... - 0 views

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    Look at this list of eight skills needed by a community manager. It's a different take.
Doris Reeves-Lipscomb

#Change11 #CCK12 Why do people leave online or networked learning? | Learner Weblog - 0 views

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    Learner Weblog by Sui Fai John Mak on why people leave MOOCS. Believe that the list of reasons may apply to all online learning communities. Mak's reasons: 1. emotional (people afraid of revealing ignorance with technology and ideas); 2. lack of motivation; 3. feeling of chaos with too much info to deal with; 4. identity (in my words--where do I fit? What is my view uninfluenced by this rich abundance of ideas; 5. Threat to security and privacy and being overpowered by ideas of more influential, smarter people (my words) In comments: Ken Anderson--novelty; our neophilia keeps us from sticking around after the newness wears off; Brainysmurf--the "working on me" realization--what I have to understand and address "about how I learn or do not learn, how I perceive authority and control, how I manage or fail to manage info and filters and flow of information." Jeffrey Keefer--length (of commitment to course--12 weeks or 32 weeks?)
Doris Reeves-Lipscomb

10 options for implementing a KM strategy | All of us are smarter than any of us... - 0 views

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    Interesting blog post by Chris Collison on starting learning initiatives although he calls them knowledge management, posted July 16, 2013. They are more like variations on a theme than discreet choices. Nevertheless, they are important for enterprise learning facilitators to know about. 1. Top Down, Big Bang-"The challenge, of course is to find ways to keep people's attention - particularly when the board or senior sponsors have moved onto their next big bang." 2. Top Down, Bottom Up--"there is a deliberate effort to harness the energy and passion of workers at the front line, and to involve them in the programme, perhaps as group of advisors or a community of practice." 3. Slipstream--"Slipstreaming is about working in partnership with other initiatives or "transformation projects"" 4. Outside in--"Sometimes things just sound better when they are heard from the outside." 5. Viral--"you need to be prepared for it to be messy - it's a case of let a thousand flowers bloom, pick the best ones and do the weeding and gardening later. However, it's hard to imagine "lessons learned", "knowledge retention" or the creation of knowledge products spreading like wildfire." 6. Stealth--"build up your organization's capability to manage and share knowledge without them realising what your master plan actually is." 7. Copycat--" it's often successful to point to examples of successful KM from other organisations (competitors and customers are particular impactful) to create some "me too" or "me better" demand." 8. Pilot--"A pilot enables you to try the aspects of KM most likely to make a difference quickly, to build credibility locally, and to learn from each implementation." 9. Buffet Menu--"this approach works with the demand already present, and provides an array of tools and techniques which the organisation chooses from at will, once their "palate" is sufficiently educated." 10. Phoenix from the Ashes--"For a lot of organisation
Doris Reeves-Lipscomb

Change 11 SRL-MOOC study: initial findings | Learning in the workplace - 0 views

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    Very interesting assessment of participation and learning in Change 11 MOOC on Learning in the workplace blog by Caledonian Academy researcher Colin Milligan, December 2012 For me, the recurring theme from this research was that massive courses do need management (of learners, and their expectations), or at least a recognition of the diversity of learner backgrounds, preferences, expectations and motivations that come together in a MOOC, that is then reflected in the design of the learning space which is constructed. I suppose the prevalent (c) MOOC philosophy is that learners should be left to their own devices and they will find their place in the emerging learning networks(anywhere on the spectrum from lurking to leading). We certainly saw interesting evidence of self-organisation, especially among those who engaged with the course through the facebook group, and the twitter chats. But our findings indicate that some users either didn't find these emerging networks (or at least didn't identify a network that suited them), or didn't recognise the central role that these networks play in leveraging the value of the course. While I don't advocate creating rigid structures, I do think there are some simple things that could be done to make sure MOOCs such as Change11 are accessible by the full range of prospective participants.
Doris Reeves-Lipscomb

Digital, Networked and Open : The Digital Scholar: How Technology Is Transforming Schol... - 0 views

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    This is a chapter from a book written by the Ed Techie guy Martin Weller. What is interesting is how he detailed the new methods he used to write his most recent book. Many of the sources and practices that he engaged in for writing the second book did not even exist six years before when he finished writing his first book. These new aids include ready e-journal access, Delicious/social bookmarking, blogs, Youtube, Wikipedia, Slideshare, Scribd, Cloudwords and other sites, his own blog, social network especially twitter, Google alerts, etc. I am not sure how this relates to MOOCs and open landscape learning except he has so much more to manage, and gain from, in having a well developed dashboard of tools for seeking, sensing, and sharing.
Doris Reeves-Lipscomb

Brainstorm in Progress: MOOCs and Connectivist Instructional Design - 1 views

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    A blog by Geoff Cain on MOOCS and Connectivist Instructional design from October 27, 2012. Very interesting history of how this teacher of health information management used collaborative technologies to teach the class and help the students work online in a multi-model delivery method. See below for implications on any online courses and how OS it feels. There were weekly guest lecturers as well as presentations by the course facilitators. The real heart of the course was the groups of students who would meet virtually, using the collaborative tools of their own choosing, who would discuss the presentations and readings. These groups were self-organized, leaderless, and informal. Yet, there always seemed to be someone in the group who would carry the discussion back into the course to have questions answered by the facilitators. And the facilitators would sometimes participate in the discussions. This experience was highly interactive. There was interaction with the facilitators, the content and between the students. Interestingly enough, the research shows that interaction is one of the primary measures of success and retention in online classes: the higher the degree and opportunity for interaction, the more successful a course will be. This course completely changed how I think of course design.
Doris Reeves-Lipscomb

Learnlets » The 7 c's of natural learning - 0 views

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    Choose, Commit, Crash, Create, Copy, Converse, Collaborate which Quinn calls the 7 C's of natural learning. He urges designers to build systems that encourage learners to engage in this way. Some pushback in the comments on the use of a mnemonic as a stifling controlling device in the hands of a 'learning manager.'
Doris Reeves-Lipscomb

#Change11 Generational gaps in learning and Self-regulated Learning | Learner Weblog - 0 views

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    Blog by John Sui Fai Mak on #Change 11 where he refers to an article by Zimmerman. I believe this excerpt is important for eCH schools teaching their students because of the increasing reliance on online classes. Excerpt: "Traditional teaching methodology designed to educate through the assumptions of the past is no longer viable for more recent generations. The development of learning strategies, time management, goal setting, self-evaluation, self efficacy and intrinsic beliefs are key processes in promoting more self-regulated individuals who are capable of succeeding in the school context and in life (Zimmerman, 2002). Self regulatory processes as part of strategic learning that fosters reflection are teachable and are regarded as responsible for the increase of students' level of motivational performance (Zimmerman, 2002)."
Doris Reeves-Lipscomb

Learnlets - 0 views

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    Learnlets is Clark Quinn's blog. This is what he wrote on January 26 about Sharing Failure. The closing paragraphs are the most interesting to me. Excerpt: "Now, just getting people sharing isn't necessarily sufficient. Just yesterday (as I write), Jane Bozarth pointed me towards an article in the New Yorker (at least the abstract thereof) that argues why brainstorming doesn't work. I've said many times that the old adage "the room is smarter than the smartest person in the room" needs a caveat: if you manage the process right. There are empirical results that guide what works from what doesn't, such as: having everyone think on their own first; then share; focus initially on divergence before convergence; make a culture where it's safe, even encouraged, to have a diversity of viewpoints; etc. No one says getting a collaborating community is easy, but like anything else, there are ways to do it, and do it right. And here too, you can learn from the mistakes of others…"
Doris Reeves-Lipscomb

Pros and Cons of Social Media in the Classroom -- Campus Technology - 0 views

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    Brief look at social media use pros and cons in classroom; pros outweigh the cons of well-managed Twitter, Facebook, and Linked-in-based social learning activity.
Doris Reeves-Lipscomb

Sebastian Thrun and Udacity: Distance learning is unsuccessful for most students. - 0 views

  • The problem, of course, is that those students represent the precise group MOOCs are meant to serve. “MOOCs were supposed to be the device that would bring higher education to the masses,” Jonathan Rees noted. “However, the masses at San Jose State don’t appear to be ready for the commodified, impersonal higher education that MOOCs offer.” Thrun’s cavalier disregard for the SJSU students reveals his true vision of the target audience for MOOCs: students from the posh suburbs, with 10 tablets apiece and no challenges whatsoever—that is, the exact people who already have access to expensive higher education. It is more than galling that Thrun blames students for the failure of a medium that was invented to serve them, instead of blaming the medium that, in the storied history of the “correspondence” course (“TV/VCR repair”!), has never worked. For him, MOOCs don’t fail to educate the less privileged because the massive online model is itself a poor tool. No, apparently students fail MOOCs because those students have the gall to be poor, so let’s give up on them and move on to the corporate world, where we don’t have to be accountable to the hoi polloi anymore, or even have to look at them, because gross.
  • SG_Debug && SG_Debug.pagedebug && window.console && console.log && console.log('[' + (new Date()-SG_Debug.initialTime)/1000 + ']' + ' Bottom of header.jsp'); SlateEducationGetting schooled.Nov. 19 2013 11:43 AM The King of MOOCs Abdicates the Throne 7.3k 1.2k 101 Sebastian Thrun and Udacity’s “pivot” toward corporate training. By Rebecca Schuman &nbsp; Sebastian Thrun speaks during the Digital Life Design conference on Jan. 23, 2012, in Munich. Photo by Johannes Simon/Getty Images requirejs(["jquery"], function($) { if ($(window).width() < 640) { $(".slate_image figure").width("100%"); } }); Sebastian Thrun, godfather of the massive open online course, has quietly spread a plastic tarp on the floor, nudged his most famous educational invention into the center, and is about to pull the trigger. Thrun—former Stanford superprofessor, Silicon Valley demigod, and now CEO of online-course purveyor Udacity—just admitted to Fast Company’s openly smitten Max Chafkin that his company’s courses are often a “lousy product.” Rebecca Schuman Rebecca Schuman is an education columnist for Slate. Follow This is quite a “pivot” from the Sebastian Thrun, who less than two years ago crowed to Wired that the unstemmable tide of free online education would leave a mere 10 purveyors of higher learning in its wake, one of which would be Udacity. However, on the heels of the embarrassing failure of a loudly hyped partnership with San Jose State University, the “lousiness” of the product seems to have become apparent. The failures of massive online education come as no shock to those of us who actually educate students by being in the same room wit
  • nd why the answer is not the MOOC, but the tiny, for-credit, in-person seminar that has neither a sexy acronym nor a potential for huge corporate partnerships.
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    Slate article by Rebecca Schuman, November 19, on why MOOCs a la Udacity do not work except maybe for people who are already privileged, enjoy fast access to the Internet, have good study habits and time management skills, and time to craft their schedules to fit in MOOCs among other assets/strengths.
Doris Reeves-Lipscomb

Half an Hour: Becoming MOOC - 0 views

  • Learners often select and pursue their own learning. Constructivist principles acknowledge that real-life learning is messy and complex. Classrooms which emulate the 'fuzziness' of this learning will be more effective in preparing learners for life-long learning." (Siemens, 2004)
  • There are two types of MOOCs.
  • An xMOOC
  • ...15 more annotations...
  • cMOOC
  • major criticism of the cMOOC is based on the free-form nature
  • Students have to manage their own time, find their own resources, and structure their own learning.
  • navigating the chaos and making learning decisions is the lesson in a cMOOC.
  • 21st century literacies, and digital literacies.
  • connectivity with people worldwide
  • constant flow of information
  • Framework for 21st Century Learning, which addresses several dimensions of this new type of learning, including core skills of collaboration, creativity, communication and critical thinking, and supporting skills such as workplace skills, information media skills, and the traditional core types of literacy and numeracy.
  • literacies specific to the digital medium itself
  • Mozilla Foundation
  • Web Literacy Map
  • Three major types of skills are identified: exploring, building and connecting.
  • previously under-represented function of sociality and connection.
  • The theory of knowledge underlying the creation of the cMOOC suggests that learning is not based on the idea of remembering content, nor even the acquisition of specific skills or dispositions, but rather, in engaging in experiences that support and aid in recognition of phenomena and possibilities in the world.
  • Cognitive dissonance is what creates learning experiences.
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    Excellent comparison of xMOOC and cMOOC and justification of cMOOC by who else, the cMOOC creator himself, Stephen Downes, February 11, 2015. Highly recommend it.
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