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Practice and Evidence of the Scholarship of Teaching and Learning in Higher Education This journal offers an opportunity for those involved in University learning and teaching to disseminate their practice. It aims to publish accounts of scholarly practice that report on small-scale practitioner research and case studies of practice that involve reflection, critique, implications for future practice and are informed by relevant literature, with a focus on enhancement of student learning. This publication thus offers a forum to develop and share scholarly informed practice in Higher Education through either works in progress or more detailed accounts of scholarly practice. There will be opportunities for discussions/comments regarding works in progress to be shared with journal readers on the journal site. The journal is published twice a year (April and October).

communities of practice The idea that learning involves a deepening process of participation in a community of practice has gained significant ground in recent years. Communities of practice have also become an important focus within organizational development. In this article we outline the theory and practice of such communities, and examine some of issues and questions for informal educators and those concerned with lifelong learning.

"Twitter Best Practices for Nonprofit Organizations [twitter.com/nonprofitorgs :: More Web 2.0 Resources for Nonprofit Organizations Please Note: Three new best practices are added each month. Please subscribe to DIOSA Communication's Web 2.0 Best Practices e-newsletter to be alerted when new Twitter best practices have been posted. DIOSA Communications also offers a Webinar on How Nonprofit Organizations Can Successfully Use Twitter and Flickr."

"Welcome to Communities of Practice Connect to Collaborate to Innovate This is a community platform supporting professional social networks across local government and the public sector. It provides a secure environment for knowledge development and sharing through online communities of practice. "

answers to questions from Twitter on teen practices Before I headed to Atlanta to do fieldwork, I asked folks who follow me on Twitter (@zephoria) what questions I should ask teens. Many of the questions that I received were more general questions about teens, rather than questions for teens. Still, I'm going to take a stab at very briefly answering some of the questions that I received based on what I know and what I learned. I am not answering the larger questions that would require pages and pages and my apologies if my short answers are not sufficient but I wanted to at least respond. Thank you all who contributed questions and my apologies if I didn't answer yours. To all who asked questions about Twitter: average teens don't use Twitter. They may in the future, but they do not now. Those who do are early adopters and not representative of any mainstream teen practice. Because of Oprah and celebs, some teens are starting to hear about it, but they don't understand it and they aren't using it.

In March 1987, the AAHE Bulletin first published "Seven Principles for Good Practice in Undergraduate Education." With support from Lilly Endowment, that document was followed by a Seven Principles Faculty Inventory and an Institutional Inventory (Johnson Foundation, 1989) and by a Student Inventory (1990). The Principles, created by Art Chickering and Zelda Gamson with help from higher education colleagues, AAHE, and the Education Commission of the States, with support from the Johnson Foundation, distilled findings from decades of research on the undergraduate experience. Several hundred thousand copies of the Principles and Inventories have been distributed on two- and four-year campuses in the United States and Canada. (Copies are available at cost from the Seven Principles Resource Center, Winona State University, PO Box 5838, Winona, MN 55987-5838; ph 507/457-5020.) - Eds. Since the Seven Principles of Good Practice were created in 1987, new communication and information technologies have become major resources for teaching and learning in higher education. If the power of the new technologies is to be fully realized, they should be employed in ways consistent with the Seven Principles. Such technologies are tools with multiple capabilities; it is misleading to make assertions like "Microcomputers will empower students" because that is only one way in which computers might be used. Any given instructional strategy can be supported by a number of contrasting technologies (old and new), just as any given technology might support different instructional strategies. But for any given instructional strategy, some technologies are better than others: Better to turn a screw with a screwdriver than a hammer - a dime may also do the trick, but a screwdriver is usually better. This essay, then, describes some of the most cost-effective and appropriate ways to use computers, video, and telecommunications technologies to advance the Seven Principles.

"The Cognitive Edge Network is evolving a series of open source methods based on naturalising sense-making through the Method Development Cycle. The full list of methods can be accessed here. The Method Template is designed to provide some guidance to users of the Cognitive Edge Wiki and also a cut and paste capability to assist in setting up a new page. In general the following principles should be followed: 1. Consistency: should be consistent with the principles of naturalising sense-making. In other words it should avoid idealistic approaches based on defining future states rather than enabling evolution 2. Minimalism: a method template should contain the essence of the method and should be written so that a practitioner can quickly glance through the sheet (especially the work flow) during use without the need to navigate through a large amount of text. 3. Use HTML: additional material, illustrations, detailed check lists, supporting documents, action forms or whatever can also be stored as files or as new articles and then referenced from the method document. 4. Object based: methods should be descrete items, which can easily be combined with other methods. As such they should be codified at a level which allows that. Assemblies can be written up as Offerings 5. Non-specificity: as far as possible do not make the method description specific to a particular application area or industry sector. If there is a good example of the application then create a new article and create a link to that article 6. Avoid recipes: the Cognitive Edge method is object based, it is not a recipe. We expect adaption in context. Methods should therefore not read like recipes, or encourage people to repeat past practice. The method document is an original from which context specific practice can be developed. "

" 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 UDL Guidelines are organized according to the three main principles of UDL that address representation, expression, and engagement. For each of these areas, specific "Checkpoints" for options are highlighted, followed by examples of practical suggestions. In addition, Examples and Resources to guide implementation as well as a listing of the Research Evidence are offered for every checkpoint. Like UDL itself, these Guidelines are flexible and should be mixed and matched into the curriculum as appropriate. The UDL Guidelines are not meant to be a "prescription" but a set of strategies that can be employed to overcome the barriers inherent in most existing curricula. They may serve as the basis for building in the options and the flexibility that are necessary to maximize learning opportunities for all students. Educators may find that they are already incorporating many of these guidelines into their practice."

Personal Knowledge Management: A way to deal with ever-increasing digital information. Requires an open attitude to learning and finding new things (I Seek). Develops processes of filing, classifying and annotating for later retrieval. Uses open systems that enable sharing. Aids in observing, thinking and using information & knowledge (I Sense). Helps to share ideas with others (We Share). "You know you're in a community of practice when your practice changes" (We Use). PKM prepares the mind to be open to new ideas (enhanced serendipity).

Call for Presentations The most rewarding moments at BbWorld come from the presentations made by Blackboard clients. The BbWorld® Europe '09 conference program will feature sessions led by Blackboard clients from all over the world. BbWorld is a great opportunity to connect with colleagues and share best practices, as well as gain insight from the Blackboard staff. Are you interested in sharing your experience, ideas and best practices with the community? Then consider submitting a proposal for BbWorld Europe '09! Submit your proposal for BbWorld Europe.

These pages seek to describe tools that are used by communities of practice, explain how each functions from a community perspective, and suggest why you might select the tool, given your community's orientation and the activities your community wants. The pages attempt to define each tool, describe relevant features, the tool's uses in a community of practice, how the polarities can show up, examples, and resources. Although not all pages conform to a standard, we have developed a Tool Description Template that suggests a standard of completeness for tools pages. A Use in Combination Template suggests how tools are used together in a community context.

The creative learning designer's defence kit Introduction: why "defence kit"? This site is all about legitimising creativity and design thinking in the practice of learning design. One of its basic assumptions is that creativity is not highly valued in learning design processes, or in learning designers. There are increasing pressures on learning designers to prioritise efficiency and cost, rather than effectiveness and benefit. hand.jpg But the design of learning experiences is an extraordinarily creative process. Indeed, it presents an array of design challenges that many other design disciplines do not face. This brief "kit" is intended as a starting point for learning designers who feel that they need to be more creative. Of course, you can't learn how to change your working practice, your organisation or yourself from a few pages of text. (You knew that already). But hopefully it will gain your interest, and give you some signposts about where to go next, either on this site or elsewhere.

Perpetual Beta Posted on March 27th, 2009 by Harold Jarche It hadn't really occurred to me before that pilots are an almost inextricable aspect of Enterprise 2.0. Of course the 'iterate and refine' concept can be implemented in other ways, but I think it's fair to say that organizations absolutely need to get good at running pilots, if they're not already there. It is a key facet of the path that leads to improved organizational performance. So says Ross Dawson in pilots as a key instrument for improving organizational performance in a complex world. If you take the cynefin approach for working in complex environments you first Probe then Sense and then Respond in order to develop emergent practice. There are no good or best practices that will work for your context in a changing complex environment, so probing (AKA: piloting or Beta releases) is necessary to see what works. However, changing from a highly designed approach to an agile method is difficult. I previously recommended that instructional design adopt agile methods but even in the programming world, letting go of old ways is difficult as Sara Ford at Microsoft explains in how I learned to program manage an agile team after six years of waterfall.

Edupunk rules: Technology I, II and 3 - understanding and improving the practice of instructional technology The following is a summary and perhaps a bit of a reflection on McDonald and Gibbons (nd). This is a journal article that has been accepted, but not yet officially published. It appears to be based on the PhD thesis of McDonald. The paper uses the criteria of technology I, II and III to examine differences between researchers description of a theory and how practitioners implement it. This identifies 3 reasons for technological gravity and 3 approaches to avoid it.

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.

Almost the first thing that gets built when anything needs management is a good measurement system. It allows tuning, enables detection of deviations from norm, and gives feedback on the effect of changes and initiatives. Communities of practice are complex creatures, and thus their measurement is not simple. The number of perspectives that can be used is enormous. At the same time, the availability of data for each of them is very different, and the temptation to use subjective management impressions is high. So the history of CoP management is full of references to indicator-building, to attempts at significant reporting, and to a wide variety of more or less objective measurements. But we have not found a coherent, complete set of measurements that could be used to consistently evaluate not just one CoP, but a set of them, and eventually even to benchmark different ones, along most of the lines that can be affected by management. So we've attempted to put forth a simple, practical list and brief explanation of straightforward indicators that can be implemented in most CoPs, and especially in those with an online component. The first result of it is the linked white paper, but it should not be the last one.

CPsquare is like a town square, a place where people gather to connect and learn together. We are from corporate, private, non-profit, and academic organizations; we hail from many nations across the globe; we are involved in consulting, research, and direct support of communities of practice; and we join together to create our own community of practice. We are a non-profit organization, registered as a 501(c)(6) organization in the US.

Home About the eLearning Network What is the eLN? The eLearning Network (eLN) is a non-profit organisation run by the elearning community for the elearning community. The eLN is the number one source for guidance on best practice and future trends in technology-based learning and development at work, with more than 1500 members in the UK and beyond. Here's why it has never been a better time to join the eLN: Inspiration Technology has never developed so quickly and with such far-reaching implications. You need information you can trust, practical advice and standards to aspire to. As a member of the eLN expect to be inspired: * The E-Learning Awards, run each year in conjunction with e.learning age magazine, provide a showcase for the very best elearning projects that the UK has to offer. In 2009, we are extending our programme to recognise talented practitioners in a wide range of disciplines from graphic design to project management. * Our 1-day conferences address the most critical issues faced by the elearning community and provide an opportunity to explore future trends. In 2009, we are looking at hot topics such as making the case for elearning, creating engaging and effective elearning content, the future of learning management systems, and next generation blended learning. * Our face-to-face events are supplemented by a series of free online events and, for the first time, premium webinars providing opportunities to interact with internationally-reknown experts.

The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management. The journal contributes to the development of both theory and practice in the field of knowledge management. The journal accepts academically robust papers, topical articles and case studies that contribute to the area of research in, and practice of knowledge management.