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David McGavock

StandardsForStudents - 0 views

www.cde.state.co.us/...StandardsForStudents.htm

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shared by David McGavock on 18 Jun 10 - Cached
  • David McGavock on 18 Jun 10
     
    "III. Research and Information Fluency \nStudents apply digital tools to gather, evaluate, and use information. Students: \n A. plan strategies to guide inquiry.\n B. locate, organize, analyze, evaluate, synthesize, and ethically use information\n C. evaluate and select information sources and digital tools based on the appropriateness to specific tasks. \n D. process data and report results. \n\nIV. Critical Thinking, Problem-Solving & Decision-Making \nStudents use critical thinking skills to plan and conduct research, design and manage projects, solve problems, engineer solutions and make informed decisions using appropriate digital tools and resources. Students: \n A. identify and define authentic problems and significant questions for investigation. \n B. plan, design and manage activities to develop a solution or complete a project.\n C. collect and analyze data to identify solutions and/or make informed decisions.\n D. use multiple processes and diverse perspectives to explore alternative solutions. "
David McGavock

Intute - Training - Encouraging Critical Thinking Online - 1 views

www.intute.ac.uk/criticalthinking.html

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shared by David McGavock on 10 Jun 10 - Cached
  • David McGavock on 10 Jun 10
     
    "Encouraging Critical Thinking Online Encouraging Critical Thinking Online is a set of free teaching resources designed to develop students' analytic abilities, using the Web as source material. Two units are currently available, each consisting of a series of exercises for classroom or seminar use. Students are invited to explore the Web and find a number of sites which address the selected topic, and then, in a teacher-led group discussion, to share and discuss their findings. The exercises are designed so that they may be used either consecutively to form a short course, or individually. The resources encourage students to think carefully and critically about the information sources they use. The subject matter of the exercises is of relevance to a range of humanities disciplines (most especially, though by no means limited to, philosophy and religious studies), while the research skills gained will be valuable to all students."
Don Doehla

8 Essentials for Project-Based Learning (by BIE) | Project Based Learning | BIE - 0 views

bie.org/...als_for_project_based_learning

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shared by Don Doehla on 13 Feb 14 - No Cached
  • Don Doehla on 13 Feb 14
     
    "What is it? Here's an article by BIE, updated from its original appearance in the September 2010 issue of Educational Leadership magazine from ASCD. Good for general audiences as well as educators, it explains the essential elements that make rigorous PBL different from "doing projects." Why do we like it? This article was written because some teachers say they "do projects" already (so why learn more about PBL) and some educators and members of the general public may have negative stereotypes of PBL as merely a "fun" or "hands-on" activity. How can you use it? Share this article with anyone, from teachers to parents to administrators, to explain PBL and provide a common framework for projects. The 8 Essential Elements are the basis of BIE's Project Design Rubric and PBL 101 Workshop."
David McGavock

Wanna Solve Impossible Problems? Find Ways to Fail Quicker | Co.Design - 2 views

www.fastcodesign.com/...lems-find-ways-to-fail-quicker

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shared by David McGavock on 11 Apr 11 - No Cached
  • a British industry magnate by the name of Henry Kremer wondered: Could an airplane fly powered only by the pilot's body? Like Da Vinci, Kremer believed it was possible and decided to try to turn his dream into reality. He offered the staggering sum of £50,000 for the first person to build a human-powered plane that could fly a figure eight around two markers set a half-mile apart.
  • A decade went by. Dozens of teams tried and failed to build an airplane that could meet the requirements. It looked impossible.
  • MacCready’s insight was that everyone who was working on solving human-powered flight would spend upwards of a year building an airplane on conjecture and theory without a base of knowledge based on empirical tests. Triumphantly, they would complete their plane and wheel it out for a test flight. Minutes later, a year's worth of work would smash into the ground.
  • ...4 more annotations...
  • The problem was the problem. MacCready realized that what needed to be solved was not, in fact, human-powered flight. That was a red herring. The problem was the process itself.
  • He came up with a new problem that he set out to solve: How can you build a plane that could be rebuilt in hours, not months? And he did.
  • MacCready’s Gossamer Condor flew 2,172 meters to win the prize. A little more than a year after that, the Gossamer Albatross flew across the English Channel.
  • So what's the lesson? When you are solving a difficult problem, re-frame the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again. If the problem you are trying to solve involves creating a magnum opus, you are solving the wrong problem.
  • David McGavock on 11 Apr 11
     
    "Wanna Solve Impossible Problems? Find Ways to Fail Quicker A case study in how an intractable problem -- creating a human-powered airplane -- was solved by reframing the problem. " So what's the lesson? When you are solving a difficult problem, re-frame the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again. If the problem you are trying to solve involves creating a magnum opus, you are solving the wrong problem.
David McGavock

In a cutthroat world, some Web giants thrive by cooperating - page 3 - 3 views

www.washingtonpost.com/...AR2011021902888_3.html

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shared by David McGavock on 20 Feb 11 - No Cached
  • employees at Facebook, Google and Twitter work in semiautonomous teams, usually made up of experts from each department: design, programming, marketing, etc.
  • How are conflicts resolved?
  • Zuckerberg engages in the conversation and offers his perspective.
  • ...3 more annotations...
  • "Twitter's growing really quickly, and something that allowed us to do so much with so few people early on was this culture of trust, where you knew people around you were smart and had the best of intentions," Mark Trammell,
  • "TeamTeam," a forum for employees to gather around common interests.
  • Trammell spends roughly 10 percent of his time helping his colleagues build personal relationships around "things that people are passionate about."
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