"Consider this: as recently as four years ago, who would have imagined that major companies would have employees whose jobs were to interact with customers on Twitter, or that someone could make a career out of writing for Facebook? Four years before that, not only did those jobs not exist, Twitter and Facebook didn't existThe question we are faced with, then, is this: how do we prepare our students to write effectively in environments that don't yet exist?"
More back story stuff for digital literacy. Young Jewish girl accused of anti-Semitism when in fact following Jewish tradition. Framing of stories (in this case by right wing bloggers but could be by others) can affect our perception of online (and any) information.
abstract: Trinity University has established effective strategies for engaging faculty, administrators, and staff in information literacy instruction and assessment. Succeeding in an area in which many libraries struggle, the Coates Library at Trinity University offers a model for libraries seeking to actively engage their campuses through 1) establishing a common definition of information literacy; 2) developing workshops and grants; and 3) engaging in campus-wide information literacy assessment using rubrics. Furthermore, a survey of Trinity faculty, administrators, and staff reveals facilitators and impediments to campus acceptance of collaborative information literacy activities that can inform the evaluation efforts of librarians at other institution
Glossary of terms explaining some of the terminology used in the self-assessment checklists also uploaded. Becta material made available under the Open Government Licence. (Seems to be locked down)
The 4-D Model is based on Appreciative Inquiry (AI) which is a larger framework for human or organizational change. Like AI itself, it is based on a shift in paradigms on human interaction. The core can be captured in the idea that we create the world as we describe it.
Appreciative Inquiry (often known as AI) was developed by David Cooperrider and Suresh Srivastva in the 1980s. The approach is based on the premise that 'organisations change in the direction in which they inquire.' So an organisation which inquires into problems will keep finding problems but an organisation which attempts to appreciate what is best in itself will discover more and more that is good. It can then to use these discoveries to build a new future where the best becomes more common.