Group items tagged

The NRC project's directors say that those small samples are not a problem, because the reputational scores were not converted directly into program assessments. Instead, the scores were used to develop a profile of the kinds of traits that faculty members value in doctoral programs in their field.

For one thing, Mr. Stigler says, the relationships between programs' reputations and the various program traits are probably not simple and linear.

if these correlations between reputation and citations were plotted on a graph, the most accurate representation would be a curved line, not a straight line. (The curve would occur at the tipping point where high citation levels make reputations go sky-high.)

Mr. Stigler says that it was a mistake for the NRC to so thoroughly abandon the reputational measures it used in its previous doctoral studies, in 1982 and 1995. Reputational surveys are widely criticized, he says, but they do provide a check on certain kinds of qualitative measures.

When asked the simple question of what school standards are, most students are unable to answer the question. When the concept is explained, however, they really do not know if having common standards would make a difference or not. Codie Allen, a senior in the Vail School Distract says, “I think that things will pretty much stay stagnate, people aren’t really going to change because of standards.”

Council of Chief State School Officers. Common Core State Standards Initiative, 2010.

Chapter 7: Faculty research and teaching approaches Michael Prosser

What faculty know about student learning Maryellen Weimer

ractices of Convenience: Teaching and Learning in Higher Education

Chapter 8: Student engagement and learning: Jillian Kinzie

(p. 4)

‘much of our current approach to teaching in higher education might best be described as practices of convenience, to the extent that traditional pedagogical approaches continue to predominate. Such practices are convenient insofar as large numbers of students can be efficiently processed through the system. As far as learning effectiveness is concerned, however, such practices are decidedly inconvenient, as they fall far short of what is needed in terms of fostering self-directed learning, transformative learning, or learning that lasts.’

p. 10:

…research suggests that there is an association between how faculty teach and how students learn, and how students learn and the learning outcomes achieved. Further, research suggests that many faculty members teach in ways that are not particularly helpful to deep learning. Much of this research has been known for decades, yet we continue to teach in ways that are contrary to these findings.’

‘There is increasing empirical evidence from a variety of international settings that prevailing teaching practices in higher education do not encourage the sort of learning that contemporary society demands….Teaching remains largely didactic, assessment of student work is often trivial, and curricula are more likely to emphasize content coverage than acquisition of lifelong and life-wide skills.’

What other profession would go about its business in such an amateurish and unprofessional way as university teaching? Despite the excellent suggestions in this book from those ‘within the tent’, I don’t see change coming from within. We have government and self-imposed industry regulation to prevent financial advisers, medical practitioners, real estate agents, engineers, construction workers and many other professions from operating without proper training. How long are we prepared to put up with this unregulated situation in university and college teaching?

we prefer a researcher to consider whether the magnitude of an estimated effect could be readily explained by uncontrolled confounding or selection biases, rather than simply to offer the uninspired interpretation that the estimated effect is significant, as if neither chance nor bias could then account for the findings.

Many data analysts appear to remain oblivious to the qualitative nature of significance testing.

statistical significance is itself only a dichotomous indicator.

it cannot convey much useful information

Even worse, those two values often signal just the wrong interpretation. These misleading signals occur when a trivial effect is found to be ’significant’, as often happens in large studies, or when a strong relation is found ’nonsignificant’, as often happens in small studies.

Another useful paper on this issue is Kristin Sainani, (2010) “Misleading Comparisons: The Fallacy of Comparing Statistical Significance”Physical Medicine and Rehabilitation, Vol. 2 (June), 559-562 which discusses the need to look carefully at within-group differences as well as between-group differences, and at sub-group significance compared to interaction. She concludes: ‘Readers should have a particularly high index of suspicion for controlled studies that fail to report between-group comparisons, because these likely represent attempts to “spin” null results.”

Beginning in 2011, all first-year students at Westminster will be required to create electronic portfolios that reflect their progress in terms of five campuswide learning goals. And the college will expand the number of seniors who take the Collegiate Learning Assessment, so that the test can be used to help measure the strength of each academic major.

"The crucial thing is that all of our learning assessments have been designed and driven by the faculty," says Pamela G. Menke, Miami Dade's associate provost for academic affairs. "The way transformation of learning truly occurs is when faculty members ask the questions, and when they're willing to use what they've found out to make change.

Other assessment models might point some things out, but they won't be useful if faculty members don't believe in them."

"In the long term, as more people join, I hope that the Web site will provide a resource for the kinds of innovations that seem to be successful," he says. "That process might be difficult. Teaching is an art, not a science. But there is still probably a lot that we can learn from each other."

Going PublicDouglas C. Bennett, President of Earlham College, suggests each institution having a public learning audit document and gives the example of what this means for Earlham College as a way for public accountability.

More TransparencyMartha Kanter, from the US Education Department, calls for more transparency in the way higher education does accreditation.

Despite the uptick in activity, "I still feel like there's no there there" when it comes to colleges' efforts to measure student learning, Kevin Carey, policy director at Education Sector, said in a speech at the Council for Higher Education Accreditation meeting Tuesday.

Most of the assessment activity on campuses can be found in nooks and crannies of the institutions - by individual professors, or in one department - and it is often not tied to goals set broadly at the institutional level.

Nine Principles of Good Practice for Assessing Student Learning

The Change Process as Problem Solving and Problem Finding

What is not useful about this framework is that it does not allow for change efforts that begin with the organization in extremis

this framework is that it gives rise to thinking about a staged approach to changing things.

Change as a “How” Problem

Change as a “What” Problem

Change as a “Why” Problem

The Approach taken to Change Management Mirrors Management's Mindset

People in core units, buffered as they are from environmental turbulence and with a history of relying on adherence to standardized procedures, typically focus on “how” questions.

To summarize: Problems may be formulated in terms of “how,” “what” and “why” questions. Which formulation is used depends on where in the organization the person posing the question or formulating the problem is situated, and where the organization is situated in its own life cycle. “How” questions tend to cluster in core units. “What” questions tend to cluster in buffer units. People in perimeter units tend to ask “what” and “how” questions. “Why” questions are typically the responsibility of top management.

One More Time: How do you manage change? The honest answer is that you manage it pretty much the same way you’d manage anything else of a turbulent, messy, chaotic nature, that is, you don’t really manage it, you grapple with it. It’s more a matter of leadership ability than management skill. The first thing to do is jump in. You can’t do anything about it from the outside. A clear sense of mission or purpose is essential. The simpler the mission statement the better. “Kick ass in the marketplace” is a whole lot more meaningful than “Respond to market needs with a range of products and services that have been carefully designed and developed to compare so favorably in our customers’ eyes with the products and services offered by our competitors that the majority of buying decisions will be made in our favor.” Build a team. “Lone wolves” have their uses, but managing change isn’t one of them. On the other hand, the right kind of lone wolf makes an excellent temporary team leader. Maintain a flat organizational team structure and rely on minimal and informal reporting requirements. Pick people with relevant skills and high energy levels. You’ll need both. Toss out the rulebook. Change, by definition, calls for a configured response, not adherence to prefigured routines. Shift to an action-feedback model. Plan and act in short intervals. Do your analysis on the fly. No lengthy up-front studies, please. Remember the hare and the tortoise. Set flexible priorities. You must have the ability to drop what you’re doing and tend to something more important. Treat everything as a temporary measure. Don’t “lock in” until the last minute, and then insist on the right to change your mind. Ask for volunteers. You’ll be surprised at who shows up. You’ll be pleasantly surprised by what they can do. Find a good “straw boss” or team leader and stay out of his or her way. Give the team members whatever they ask for — except authority. They’ll generally ask only for what they really need in the way of resources. If they start asking for authority, that’s a signal they’re headed toward some kind of power-based confrontation and that spells trouble. Nip it in the bud! Concentrate dispersed knowledge. Start and maintain an issues logbook. Let anyone go anywhere and talk to anyone about anything. Keep the communications barriers low, widely spaced, and easily hurdled. Initially, if things look chaotic, relax — they are. Remember, the task of change management is to bring order to a messy situation, not pretend that it’s already well organized and disciplined.

our award criteria: 1) articulation and evidence of outcomes; 2) success with regard to outcomes; 3) information to the public about outcomes; and 4) use of outcomes for educational improvement.

In addition to Capella University, Portland State University (OR), St. Olaf College (MN) and the University of Arkansas - Fort Smith (AR) also will receive the 2010 CHEA Award. The award will be presented at the 2010 CHEA Annual Conference, which will be held January 25-28 in Washington, D.C