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David McGavock

StandardsForStudents - 0 views

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

crap detection questions Standards Colorado CDE critical thinking evaluate

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

Big6 » Blog Archive » Big6™ Skills Overview - 2 views

www.big6.com/...-big6%e2%84%a2-skills-overview

big6 skills

shared by David McGavock on 15 Jul 10 - Cached
  • David McGavock on 15 Jul 10
     
    "The Big6™ Developed by Mike Eisenberg and Bob Berkowitz, the Big6 is the most widely known and widely used approach to teaching information and technology skills in the world. Used in thousands of K-12 schools, higher education institutions, and corporate and adult training programs, the Big6 information problem-solving model is applicable whenever people need and use information. The Big6 integrates information search and use skills along with technology tools in a systematic process to find, use, apply, and evaluate information for specific needs and tasks." "One solution to the information problem-the one that seems to be most often adopted in schools (as well as in business and society in general)-is to speed things up. We try to pack in more and more content, to work faster to get more done. But, this is a losing proposition. Speeding things up can only work for so long. Instead, we need to think about helping students to work smarter, not faster. There is an alternative to speeding things up. It's the smarter solution-one that helps students develop the skills and understandings they need to find, process, and use information effectively. This smarter solution focuses on process as well as content. Some people call this smarter solution information literacy or information skills instruction. We call it the Big6."
David McGavock

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

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

design solve problems thinking evaluate critical critical_thinking

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

About New America | NewAmerica.net - 0 views

newamerica.net/about

thinking journalism creative solutions resources information_literacy

shared by David McGavock on 01 Apr 12 - No Cached
  • oo often, these challenges have proven impervious to conventional party politics and incremental proposals. With an emphasis on big ideas, impartial analysis and pragmatic solutions, New America invests in outstanding individuals whose ability to communicate to wide and influential audiences can change the country's policy discourse in critical areas, bringing promising new ideas and debates to the fore.
  • David McGavock on 01 Apr 12
     
    "The New America Foundation is a nonprofit, nonpartisan public policy institute that invests in new thinkers and new ideas to address the next generation of challenges facing the United States. New America emphasizes work that is responsive to the changing conditions and problems of our 21st Century information-age economy -- an era shaped by transforming innovation and wealth creation, but also by shortened job tenures, longer life spans, mobile capital, financial imbalances and rising inequality. The foundation's mission is animated by the American ideal that each generation will live better than the last. That ideal is today under strain. Our education and health care systems are struggling with problems of quality, cost and access. The country requires creative means to address its fiscal challenges and pay for needed public, social and environmental investments. Abroad, the United States has yet to fashion sustainable foreign and defense policies that will protect its citizens and interests in a rapidly integrating world. "
David McGavock

A Brief History of the Habits of Mind | Institute For Habits of Mind - 1 views

www.instituteforhabitsofmind.com/brief-history-habits-mind

crap detection information_literacy truth teaching critical_thinking evaluate

shared by David McGavock on 31 May 10 - No Cached
  • David McGavock on 31 May 10
     
    "A Brief History of the Habits of Mind HABITS OF MIND ARE･….dispositions that are skillfully and mindfully employed by characteristically intelligent, successful people when they are confronted with problems, the solutions to which are not immediately apparent. The Habits of Mind were derived from studies of effective, skillful problem-solvers and decision makers from, many walks of life. They are synthesized from the works of such leaders from the fields of education, philosophy, psychology and the arts as Alan Glatthorn and Jonathan Baron[i], Reuven Feuerstein[ii], Edward de Bono[iii], Robert Ennis[iv] Arthur Whimbey[v], Robert Sternberg, [vi] and David Perkins[vii]. While each of these authors have different labels for describing the characteristics of thinking, their intentions were similar: to describe how people behave intelligently by becoming more flexible and open in thinking, monitoring one's own thoughts, being curious and having a questioning attitude. Gradually these studies were synthesized by Arthur Costa into what was originally titled, "Intelligent Behaviors" and described 7 behaviors. With further reading and research, the list expanded from the original 7 to 12 then 14 and now 16 and there could be more."
David McGavock

A Speculative Post on the Idea of Algorithmic Authority « Clay Shirky - 1 views

www.shirky.com/...-idea-of-algorithmic-authority

shirky trust authority community evaluate critical_thinking crap detection

shared by David McGavock on 10 Feb 11 - Cached
  • people trust new classes of aggregators and filters, whether Google or Twitter or Wikipedia
  • algorithmic authority
  • do I have certification from an institution that will vouch for my knowledge of Eastern Europe?
  • ...17 more annotations...
  • The social characteristic of deciding who to trust is a key feature of authority
  • information that can’t be evaluated independently
  • information that is correct by definition
  • authorities making untestable propositions
  • Why would you feel less silly getting the same wrong information from Britannica than from me? Because Britannica is an authoritative source.
  • Like everything social, this is not a problem with a solution, just a dilemma with various equilibrium states, each of which in turn has characteristic disadvantages.)
    • David McGavock
      David McGavock on 10 Feb 11
       
      "Not a problem with a solution" - there's something very freeing about that idea. So often we try and fix nature and our social "states" but they are too dynamic for a fix.
  • it takes in material from multiple sources, which sources themselves are not universally vetted for their trustworthiness, and it combines those sources in a way that doesn’t rely on any human manager to sign off on the results before they are published.
  • Algorithmic authority
  • just an information tool.
  • people come to trust it.
  • produces good results
  • people become aware not just of their own trust but of the trust of others:
  • his is the transition to algorithmic authority.
  • spectrum of authority
  • Good enough to settle a bar bet
  • Evidence to include in a dissertation defense
  • he criticism that Wikipedia, say, is not an “authoritative source” is an attempt to end the debate by hiding the fact that authority is a social agreement,
  • David McGavock on 10 Feb 11
     
    "Algorithmic authority is the decision to regard as authoritative an unmanaged process of extracting value from diverse, untrustworthy sources, without any human standing beside the result saying "Trust this because you trust me." This model of authority differs from personal or institutional authority, and has, I think, three critical characteristics. "
Philippe Scheimann

Engelbart: Augmenting Human Intellect (1962) - 0 views

www.invisiblerevolution.net/...ull_62_paper_augm_hum_int.html

engelbart intellect information_literacy

shared by Philippe Scheimann on 08 Feb 11 - Cached
  • y "augmenting human intellect" we mean increasing the capability of a man to approach a complex problem situation, to gain comprehension to suit his particular needs, and to derive solutions to problems.
David McGavock

Making Science by Serendipity. A review of Robert K. Merton and Elinor Barber's The Tra... - 0 views

jetpress.org/campa.htm

Barber information_literacy critical skills evaluate serendipity

shared by David McGavock on 09 Jul 11 - No Cached
  • Robert K. Merton and Elinor Barber’s The Travels and Adventures of Serendipity (English-language translation 2004) is the history of a word and its related concept.
  • Barbano (1968: 65) notices that one of Merton’s constant preoccupations is with language and the definition of concepts and recognizes that the function of the latter is for him anything but ornamental.
  • Merton proposes an articulated technical language now widely used by sociologists and is perfectly aware of the strategic importance of this work.
  • ...34 more annotations...
  • Walpole tried to illustrate the concept of serendipity with other examples, but basically failed to do it in an unequivocal way.
  • It was in the 1930s that Merton first came upon the concept-and-term of serendipity in the Oxford English Dictionary. Here, he discovered that the word had been coined by Walpole, and was based on the title of the fairy tale, The Three Princes of Serendip, the heroes of which “were always making discoveries by accidents and sagacity, of things they were not in quest of.”
  • As Rob Norton (2002) recognizes: “The first and most complete analysis of the concept of unintended consequences was done in 1936 by the American sociologist Robert K. Merton.” In this way, the combined etymological and sociological quest began that resulted in The Travels and Adventures of Serendipity.
  • it was to serve as a propedeutic to Merton’s seminal work – On the Shoulders of Giants, acronymised to OTSOG and published in 1965.
  • Merton provides interesting statistics to illustrate how quickly the word had spread since 1958. By that time, serendipity had been used in print only 135 times. But between 1958 and 2000, serendipity had appeared in the titles of 57 books. Furthermore, the word was used in newspapers 13,000 times during the 1990s and in 636,000 documents on the World Wide Web in 2001.
  • The Italian version was published in 2002, after Barber’s death. Two years later and a year after Merton’s death, we could welcome the appearance of the original English version.
  •  Now let us focus on an analysis of the content of the book and its theoretical consequences, that is, on the history of this term-and-concept and its significance to the sociology of science.
  • The first few chapters elucidate the origin of the word, beginning with the 1557 publication of The Three Princes of Serendip in Venice.
  •  In a letter to Horace Mann dated January 28, 1754, Walpole described an amazing discovery as being “of that kind which I call Serendipity.”
  • in 1833, Walpole’s correspondence with Horace Mann was published.
  • As Mario Bunge (1998: 232) remarks, “Merton, a sociologist and historian of ideas by training, is the real founding father of the sociology of knowledge as a science and a profession; his predecessors had been isolated scholars or amateurs.”
  • Serendipity was used in print for the first time by another writer forty-two years after the publication of Walpole’s letters.
  • Edward Solly had the honor
  • Solly defined serendipity as “a particular kind of natural cleverness”
  • he stressed Walpole’s implication that serendipity was a kind of innate gift or trait.
  • Walpole was also talking of serendipity as a kind of discovery.
  • The ambiguity was never overcome and serendipity still indicates both a personal attribute and an event or phenomenon
  • the word appeared in all the “big” and medium-sized English and American dictionaries between 1909 and 1934.
  • authors reveal disparities in definition
  • To avoid both the ambiguities of the meaning and the disappearance of one of the meanings, Piotr Zielonka and I (2003) decided to translate serendipity into Polish by using two different neologisms: “serendypizm” and “serendypicja” – to refer to the event and the personal attribute respectively.
  •  Even if Merton waited four decades to publish his book on serendipity, he made wide use of the concept in his theorizing.
  •  It is worth now turning our attention to the theoretical aspects of serendipity and examining the sociological and philosophical implications of this idea.
  • “Everything of importance has been said before by someone who did not discover it.”
  •  It is true that the American sociologist studies mainly institutions of science, not laboratory life and the products of science (e.g., theories). But he never said that sociologists cannot or should not study other aspects of science.
  • His attention to the concept of serendipity is the best evidence
  • Some scientists seem to have been aware of the fact that the elegance and parsimony prescribed for the presentation of the results of scientific work tend to falsify retrospectively the actual process by which the results were obtained” (Merton and Barber 2004: 159)
  • “Intuition, scriptures, chance experiences, dreams, or whatever may be the psychological source of an idea.
  • Colombus’ discovery of America, Fleming’s discovery of penicillin, Nobel’s discovery of dynamite, and other similar cases, prove that serendipity has always been present in research. Merton (1973: 164)
  • Indeed if you are clever enough to take advantage of the opportunity, you may capture a fox thanks to accidental circumstances while searching for hares.
  • This descriptive model has many important implications for the politics of science, considering that the administration and organization of scientific research have to deal with the balance between investments and performance. To recognize that a good number of scientific discoveries are made by accident and sagacity may be satisfactory for the historian of science, but it raises further problems for research administrators.
  • If this is true, it is necessary to create the environment, the social conditions for serendipity. These aspects are explored in Chapter 10 of The Travels and Adventures of Serendipity.
  • The solution appears to be a Golden Mean between total anarchy and authoritarianism. Too much planning in science is harmful.
  • Whitney supervised the evolution of the inquiry everyday but limited himself to asking: “Are you having fun today?” It was a clever way to make his presence felt, without exaggerating with pressure. The moral of the story is that you cannot plan discoveries, but you can plan work that will probably lead to discoveries:
  • If scientists are determined by social factors (language, conceptual frames, interests, etc.) to find certain and not other “answers,” why are they often surprised by their own observations? A rational and parsimonious explanation of this phenomenon is that the facts that we observe are not necessarily contained in the theories we already know. Our faculty of observation is partly independent from our conceptual apparatus. In this independence lies the secret of serendipity.
  • David McGavock on 09 Jul 11
     
    Robert K. Merton and Elinor Barber's The Travels and Adventures of Serendipity (English-language translation 2004) is the history of a word and its related concept. The choice of writing a book about a word may surprise those who are not acquainted with Merton's work, but certainly not those sociologists that have chosen him as a master. Searching, defining, and formulating concepts has always been Merton's main intellectual activity.
David McGavock

Can neuroscience inform management accountants? | CIMA Financial Management Magazine - 1 views

www.fm-magazine.com/...-inform-management-accountants

neuroscience management financial management accountants

shared by David McGavock on 22 Jun 12 - No Cached
  • In business we regularly have to consider what level of risk is acceptable to the organisation. Management control systems typically assume that people adhere to some rational decision rules and are able to estimate the probabilities and values of future outcomes.
  • Pre-neuro behavioural studies have shown that this is most often not the case. Moreover, the way in which alternatives to a decision are presented to people affects their opinion about them and their choice between them.
  • Behavioural economics shows that if alternatives are framed as gains, decision-makers usually opt for safer options, thereby exhibiting risk-averse behaviour, but they reverse their choice when alternatives are framed as losses.
  • ...8 more annotations...
  • Management accountants need to consider what kind of presentation of information may reduce hidden fear and anxiety.
  • Management accountants need to provide management with overviews of the inter-temporal consequences of managerial decisions
  • People simply have such a strong preference for sooner rather than later (positive) outcomes that it appears to be hard to change that.
  • people barely make a difference between two outcomes that lie in the distant future.
  • Neuroscientific research may provide a starting point in the analysis and solution of this problem, as its results suggest that humans’ preference for short-term outcomes is the consequence of the emotional system’s strong response to immediate, rather than to delayed, rewards.
  • When applying neuroscientific methods for fundamental or applied research, management accountants have to deal with at least four challenges.
  • First, neuroscience requires a mastery of observation techniques that are not the normal repertoire of social researchers
  • Second, given the technological complexities of neuroscientific research, it is crucial to develop cooperation in multidisciplinary teams consisting of neurologists, economists and psychologists, as well as management accountants.
  • David McGavock on 22 Jun 12
     
    A new pilot study has been looking at how neuroscience can be used to understand how business decisions are arrived at, and the role it can play in management accountancy by evaluating the decision-making process and the role that emotional responses play their part in this
David McGavock

Beyond the Brain - NYTimes.com - 7 views

www.nytimes.com/...brooks-beyond-the-brain.html

neuroscience critical thinking fMRI sceptic

shared by David McGavock on 21 Jun 13 - No Cached
  • This is what’s happening right now with neuroscience.
  • you get captivated by it and sometimes go off to extremes, as if understanding the brain is the solution to understanding all thought and behavior.
  • David McGavock on 21 Jun 13
     
    "It's a pattern as old as time. Somebody makes an important scientific breakthrough, which explains a piece of the world. But then people get caught up in the excitement of this breakthrough and try to use it to explain everything." Good to read and raise your radar. Simplistic arguments for a complex topic. He offers 2 alternative views. What's that about?
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