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Dubbed "the explainer" by Wired magazine, Michael Wesch is a cultural anthropologist exploring the impact of new media on society and culture. After two years studying the impact of writing on a remote indigenous culture in the rain forest of Papua New Guinea, he has turned his attention to the effects of social media and digital technology on global society. His videos on culture, technology, education, and information have been viewed by millions, translated in over ten languages, and are frequently featured at international film festivals and major academic conferences worldwide. Wesch has won several major awards for his work, including a Wired Magazine Rave Award, the John Culkin Award for Outstanding Praxis in Media Ecology, and he was recently named an Emerging Explorer by National Geographic. He has also won several teaching awards, including the 2008 CASE/Carnegie U.S. Professor of the Year for Doctoral and Research Universities.

Yochai Benkler's wealth of nations book online Next Chapter: Part I: The Networked Information Economy » read paragraph Chapter 1: Introduction: A Moment of Opportunity and Challenge 1 Information, knowledge, and culture are central to human freedom and human development. How they are produced and exchanged in our society critically affects the way we see the state of the world as it is and might be; who decides these questions; and how we, as societies and polities, come to understand what can and ought to be done. For more than 150 years, modern complex democracies have depended in large measure on an industrial information economy for these basic functions. In the past decade and a half, we have begun to see a radical change in the organization of information production. Enabled by technological change, we are beginning to see a series of economic, social, and cultural adaptations that make possible a radical transformation of how we make the information environment we occupy as autonomous individuals, citizens, and members of cultural and social groups. It seems passé today to speak of "the Internet revolution." In some academic circles, it is positively naïve. But it should not be. The change brought about by the networked information environment is deep. It is structural. It goes to the very foundations of how liberal markets and liberal democracies have coevolved for almost two centuries.

Writing in 1992 about technology in museums, Bearman neatly summarizes a profound shift in museums' perception of their mission, which has only accelerated since then with the explosion of the Internet and the World Wide Web . This shift has inevitably placed stress on the curator's central role in the museum. Not that they weren't already under fire on many fronts, from issues of omniscient authority in a postmodern age of multiple meanings to accusations of parsimonious gatekeeping to the challenges of communicating difficult ideas and complex research to a "general audience" (which usually means a lot of very different audiences with specific needs and often-entrenched points of view). Regardless of how the curatorial role is defined, however, the Net in particular and interface culture in general introduce interesting and perhaps profound opportunities, which might also be perceived as competitive pressures in the culture arena quite old but stil interesting

wealth of networks online as a wiki Table of Contents From Yochai Benkler - Wealth of Networks Jump to: navigation, search The Wealth of Networks by Yochai Benkler * 1. Introduction: A Moment of Opportunity and Challenge 1 * Part One. The Networked Information Economy 29 o 2. Some Basic Economics of Information Production and Innovation 35 o 3. Peer Production and Sharing 59 o 4. The Economics of Social Production 91 * Part Two. The Political Economy of Property and Commons 129 o 5. Individual Freedom: Autonomy, Information, and Law 133 o 6. Political Freedom Part 1: The Trouble with Mass Media 176 o 7. Political Freedom Part 2: Emergence of the Networked Public Sphere 212 o 8. Cultural Freedom: A Culture Both Plastic and Critical 273 o 9. Justice and Development 301 o 10. Social Ties: Networking Together 356 * Part Three. Policies of Freedom at a Moment of Transformation 379 o 11. The Battle Over the Institutional Ecology of the Digital Environment 383 o 12. Conclusion: The Stakes of Information Law and Policy 460 * Notes 475 * Front Matter * Epigraph: John Stuart Mill, On Liberty * Acknowledgments * Library of Congress data

Digital Citizenship Introduction: Out of Control A spectre is haunting the classroom, the spectre of change. Nearly a century of institutional forms, initiated at the height of the Industrial Era, will change irrevocably over the next decade. The change is already well underway, but this change is not being led by teachers, administrators, parents or politicians. Coming from the ground up, the true agents of change are the students within the educational system. Within just the last five years, both power and control have swung so quickly and so completely in their favor that it's all any of us can do to keep up. We live in an interregnum, between the shift in power and its full actualization: These wacky kids don't yet realize how powerful they are. This power shift does not have a single cause, nor could it be thwarted through any single change, to set the clock back to a more stable time. Instead, we are all participating in a broadly-based cultural transformation. The forces unleashed can not simply be dammed up; thus far they have swept aside every attempt to contain them. While some may be content to sit on the sidelines and wait until this cultural reorganization plays itself out, as educators you have no such luxury. Everything hits you first, and with full force. You are embedded within this change, as much so as this generation of students.

From Participation to Creation This 2020 Forecast illuminates how we are shifting toward a culture of creation in which each of us has the opportunity - and the responsibility - to make our collective future. People are creating new selves, organizations, systems, societies, economies, and knowledge. We are seeing "educitizens" define their rights as learners and re-create the civic sphere. Networked artisans and ad hoc factories are democratizing manufacturing and catalyzing new local economies. These creators are highlighting the significance of cooperation and cross-cultural intelligence for citizenship and economic leadership. Furthermore, advances in neuroscience are creating new notions of performance and cognition and are reshaping discussions of social justice in learning. Communities are beginning to re-create themselves as resilient systems that respond to challenges by replenishing their vital resources and creating flexible, open, and adaptive infrastructures. Together, these forces are pushing us to create the future of learning as an ecosystem, in which we have yet to determine the role of educational institutions as we know them today.

Smart video collections keep appearing on YouTube. But rather antithetical to the ethos of its parent company (Google), YouTube unfortunately makes these collections difficult to find. So we've decided to do the job for them. These enriching/educational videos come from media outlets, cultural institutions, universities and non-profits. There are about 70 collections in total, and the list will grow over time. If we're missing anything good, feel free to let us know, and we'll happily add them. You can find the complete list below the jump.

Book Cover about THE BOOK The first generation of "Digital Natives" - children who were born into and raised in the digital world - are coming of age, and soon our world will be reshaped in their image. Our economy, our politics, our culture and even the shape of our family life will be forever transformed. But who are these Digital Natives? More

Mediated Cultures: Digital Ethnography at Kansas State University netvibes site for mike wesch's course using rss feeds etc

" Sustaining and embedding innovations - A Good Practice Guide This Guide is intended to distil lessons learnt from various JISC innovation and transformation programmes into a Good Practice Guide for sustaining and embedding innovations. It is intended to support project steering groups/management teams in decision-making in this area and focuses on: Changing people and culture * Embedding or aligning with strategies, processes, systems, initiatives and services * Creating useable tools and resources * Creating appropriate organisational structures for sustaining and embedding innovations * Becoming more business-like * Key sector resources, case studies and exemplars"

"The Freire Project is dedicated to building an international critical community which works to promote social justice in a variety of cultural contexts. We are committed to conducting and sharing critical research in social, political, and educational locations."

wesch update on vision of students today

Revisiting "A Vision of Students Today" Oct 21st, 2008 by Prof Wesch (originally published on Britannica Blog) In spring 2007 I invited the 200 students enrolled in the "small" version of my "Introduction to Cultural Anthropology" class to tell the world what they think of their education by helping me write a script for a video to be posted on YouTube. The result was the disheartening portrayal of disengagement you see below. The video was viewed over one million times in its first month and was the most blogged about video in the blogosphere for several weeks, eliciting thousands of comments. With rare exception, educators around the world expressed the sad sense of profound identification with the scene, sparking a wide-ranging debate about the roles and responsibilities of teachers, students, and technology in the classroom.

The Stanford Center for Innovations in Learning (SCIL) conducts scholarly research to advance the science, technology and practice of learning and teaching. The Center brings together teachers, scholars and students from around the world to study how to improve formal and informal learning across cultural boundaries. Established in 2002 as an independent center of excellence at Stanford University, SCIL is housed in the new Wallenberg Hall, a state-of-the-art testing ground for technology applications in the classroom.

"Social Media Guidelines Social media tools have allowed people and organizations to go beyond the physical boundaries of location, language, culture, and other limitations to connect and collaborate in powerful ways. We strongly encourage the Feinberg School of Medicine community - faculty, staff, researchers, students and alumni groups - to engage, build a network of like-minded scholars, stay connected, share information, and help us promote the medical school's goals and vision. Social media technologies, such as blogs, Facebook, and Twitter, are primarily communication tools. They create opportunities for us to take part in global conversations and reach out to the broadest possible audience. Your professional activities online and off-line reflect both on you and our organization. Therefore, it is important that any members of the Feinberg community engaging in online dialogue are informed of established guiding principles and available tools. The Office of Communications provides the following guiding principles to raise awareness of current best practices and help members of the Feinberg community participate within social media channels. For additional employee code of conduct information, please refer to the Faculty handbook (pdf) and the Staff handbook (pdf). "

The Future of Work - good-bye martini lunches, hello working poolside Posted by Erik Larson at 04:28 PM Will social networking and instant messages replace the standard business phone call, the client lunch and the handshake? The Acrobat.com team recently completed a survey with Directions Research, Inc. that points toward an evolution in office workplace culture, including the changing ways white-collar workers are interacting and coordinating their tasks, and how business will be conducted in the social media-rich environment of the 21st century. The survey identified four key categories of knowledge workers: Leaders - Young professionals who use a variety of emerging technologies both at work and in their personal lives Actives - Largely over-35 year old professionals who have adapted to emerging technologies to meet the changing demands of the workplace Followers - The less technically-inclined who rely on e-mail at the exclusion of other technologie Resistors - Generally older workers who are reluctant to adjust to shifts in the workplace and office technologies

Threshold Magazine Spring 2009 This issue of Threshold: Exploring the Future of Education features articles focused on learning in a participatory culture, produced in partnership with MIT Project New Media Literacies.

Social Software Introduction When the web was originally introduced to the world it was seen as a means of dramatically improving the way in which people communicate and socialise. Tim Berners Lee, inventor of the worldwide web, saw it as a place where people could share information through a series of hyperlinked pages. "In 1989 one of the main objectives of the WWW was to be a space in which anyone could be creative, to which anyone could contribute." (Tim Berners Lee, 2005) Unfortunately, although the web became an excellent repository of information, it became a place where only technically adept users and organisations would author content. The arrival of new services (often referred to as 'Web 2.0') has helped to remove many of the barriers preventing users from participating. Thanks to this wave of new services we have seen a massive rise in the uptake of web authoring and collaboration. The term this new wave of social activity has been given varies i.e. Social Software, Social Media and Social Computing. The key word is 'Social'! Social software tools, such as blogs, wikis and bookmark sharing services, offer exciting new ways to communicate and collaborate online. Their potential is already being keenly explored in teaching and learning, but they also offer considerable possibilities for research and the business and community engagement (BCE) sectors within higher and further education, since their flexibility and ease of use are particularly well-suited to collaboration across different sectors. As a recent article explained, "The advent of social software has brought a new culture of sharing, and this time around, people are willing to give up some of their knowledge..." (Tebbutt, 2007). Furthermore, social software's increased emphasis on multimedia, as well as text-based content, means that universities can find new ways of harnessing and making their knowledge and research accessible, thus creating what has been described as "a new form of acade

Web2Rights - the project Web2Rights is a JISC project, funded from 1st November 2007 - 31st March 2009, whose purpose was initially to develop practical, pragmatic and relevant Intellectual Property Rights (IPR) and other legal issues toolkits to support the projects funded within the JISC Users and Innovation Programme (U&I) in their engagement with next generation technologies. The Web2Rights team, comprised of lawyers, consultants, learning technologists and pedagogic experts focussed upon the need to address cultural and practical obstacles in engaging with Web2.0, IPR and other legal issues. Working in close collaboration with JISC Legal and focussing upon the specific issues raised by the U&I community of users, they have created a number of resources to address a variety of legal issues which might arise.

Purpose/Outcome What is the desired outcome for the group? What is the INTENT? Purpose/Outcome # What is the purpose and desired outcome for the group? What is the INTENT? Does it have a mission or a vision that you can communicate to potential members? # Are the benefits measurable and visible to members and potential members? Are the benefits focused on the individual member? The group? # Is the outcome determined by the organizer? Group members? Both? # If the group is part of a larger organization, is it consistent with organizational goals and culture? # Is the group's purpose something that can only be done/accomplished online? Will it replace something offline? Or is it some combination?

"Using technology to improve the cost-effectiveness of the academy: Part 2 By Tony Bates, on October 14th, 2009 Identifying the problem with higher education in the 21st was the easy part (Using technology to improve the cost-effectiveness of the academy: Part 1). Much more difficult is finding solutions to the problem. Summary of the problem In Part 1, I argued that the challenge for universities today is that * student numbers have increased dramatically, * students are much more varied in abilities, age, and culture, * quality of teaching, as expressed in overlarge classes, as a result has dropped and continues to drop, despite the addition of technology * the cost per graduate is increasing * the teaching and organizational models though have not changed fundamentally to adapt to these other changes."