“If we had known how big a transition it would have been [to switch] from laptops to iPads we would have proactively done some good work with teachers to make the transition easier for them,” Mike Muir, the policy director of the Maine Learning Through Technology Initiative, told Quartz.

One teacher in Virginia thought giving her third graders an iPad would enhance their learning, but found that, for all the device’s benefits in terms of adding more varied activities to lessons, it undermined her pupils’ conversation and communication skills.

Actually, you can. Here is a guide to identifying, getting ready for, and responding to events in each of the four VUCA categories.

But, you might say, it’s the internet. We’ve come to associate the internet as low-engagement, a drive-by experience. We take for granted that the internet offers us things that are slightly flaky, or easy. So we’re not surprised when the drop out rate is so high. Easy in, easy out.But it doesn’t have to be this way.The course was as well-designed as a real-world lecture and the teacher was qualified and engaging, but it’s not a surprise that the dropout rate was so high: As soon as education gets difficult (and useful education always gets difficult) it’s social pressure, peer pressure and our own need to fit in and achieve that often keeps us going. The typical online course provides precious little of any of these elements.

Lectures are at the heart of the last century of higher learning. A proven scholar orates in front of a class of selected students.Tests are the way institutions enforce compliance. They’re the stick.And accreditation is the carrot. Put up with the lectures and the tests and we’ll give you the certificate, the scarce piece of paper that is (supposed to be) worth far more than the effort you went through to get certified.

We’ve seen that when knowledge jobs meet the internet, they change. And now we’re seeing that online education is having trouble acting like a job as well.

Let's start with the secondary system. As this level of education becomes significantly student focused, there are many of us in the system who fear we are coddling students in the extreme and not preparing them at all for the realities of the work world or college/university. Here are samples of policies, largely instituted by the Ministry of Education, that added together, have lead to concerns re: coddling.

•Late work: Student work is not penalized for lateness. Late work is viewed as a behavioural issue, not an academic one. •Plagiarism: This is also seen as a behavioural issue, and usually does not result in any academic penalty, even in a grade 12 University level course. •Evaluation: Policies are moving away from grades being derived from an average of all student assignments in favour of a more general approach that reflects "most recent and/or most consistent" achievement. •Lower limits: Students getting failing grades are assessed by this policy which requires teachers to give a mark of 30 to students who are, on paper, achieving anywhere from 1-29 per cent. This is designed to 'give them hope' of success. •Credit rescue/recovery: A policy designed to give students who fail a course the opportunity to make up key missed work with the goal of achieving a passing grade. •Memorization: The idea of students actually memorizing material is viewed as "old fashioned" and is rejected in favour of "inquiry based learning'." The world of the university student is decidedly different, as evidenced by their policies. •Late work: Most courses do not accept late work. Period. •Plagiarism: This is viewed as academic dishonesty, and harsh academic penalties are in place. •Evaluation: Most courses feature few evaluations that are weighted heavily, and grades are based on the average of all assignments. •Evaluation: The move toward knowledge-based evaluation is epidemic. Exams, even in courses like literature studies and philosophy, are commonly multiple choice and short answer exams.

•If students are trained for the 14 years they attend school that there really are few consequences to academic problems, how will they fare in the much more rigorous world of post-secondary education? A history professor recently asked me what we (high school teachers) were doing to our kids.

What is Learning Agility? Learning agility is the capacity for rapid, continuous learning from experience. Agile learners are good at making connections across experiences, and they’re able to let go of perspectives or approaches that are no longer useful — in other words, they can unlearn things when novel solutions are required. People with this mindset tend to be oriented toward learning goals and open to new experiences. They experiment, seek feedback, and reflect systematically.

How Do You Develop Learning Agility? Since developing learning agility involves learning to recognize and change automatic routines, the aid of a coach can be invaluable. Coaching, which Peterson calls “the ultimate customized learning solution,” helps clients understand how their minds work and how to make them work better. But even if you’re not working with a coach, there are steps you can take on your own to enhance your learning agility. Ask for feedback. Think of one or more people who interacted with you or observed your performance on a given task.

Experiment with new approaches or behaviors. To identify new behaviors for testing, Peterson recommends reflecting on a challenge you’re facing and asking yourself questions such as “What’s one thing I could do to change the outcome of the situation?” and “What will I do differently in the future?”

Do students recognize that they have a need or dearth that you are trying to fill or address? If there is a way to address that need, will students buy into it? Knowing what you know, can you fill that need?

These answers should help you decide on a hypothesis—which is eerily similar to a lesson objective, or a SWBAT (Students Will Be Able To) statement. Except, in this case, you’re adding an action (A) before the objective (B), in the form of “If I do A, then the student will be able to B.”

In my mind, a solid 4 rating means that your adult professional embraces feedback, both formal and informal and has strong systems and processes in place that encourage feedback - things like annual faculty,  parent, and board surveys, intentionally designed evaluation processes for students, faculty, staff and leadership that happen at minimum annually, but even better quarterly, regular audits of programs, curriculum, pedagogy, time and space.  Other good signs that your culture supports feedback might be meetings that end with questions like, "How are we working together as a team/department?" and "What can we do to get better at this work?"  and school leaders who ask their reports with genuine curiosity,  "What can I do to better support your work?"  "What do you think about this idea?" or "How did this meeting go for you?"

What if you spent a week "playing anthropologist" with the following question in mind: "What evidence do I see that our adult community has a strong culture of feedback?"