This app would be a great addition to any problem-solving unit. Compatible with iOS, it provides a structure that students can follow, learn and implement.
This website is a problem solving software example for math. This matrix logic puzzle website is a great way to get students to solve word problems with math. Each word problem is a different situation and the website gives the students a matrix to use to solve each logic puzzle. It gives the students clues and they can check their answers as they go along to see how they are doing.
The Big6 model is designed to help build information problem-solving and decision making skills, and is "completely transferable to any grade level, subject area, or workplace."
Webmath is a math-help web site that generates answers to specific math questions and problems, as entered by a user, at any particular moment. The math answers are generated and displayed real-time, at the moment a web user types in their math problem and clicks "solve."
In this article, Wenger defines Communities of Practice (COP) as a "tribe learning to survive," (p. 1) although learning isn't always the goal of the group but can be an outcome. Members are committed to their community and create a shared practice of networking for a specific purpose. Originally associations and groups, the Internet is extending the reach of COPs and increasing the flow of information.
Etienne Wenger seeks to simplify communities of practice by elaborating on three distinct features that make a a community of practice different than a community. A community of practice is defined by its' domain, the shared connection based on a common interest; the community; a group of individuals that interact with each other through collaborative activities; the practice, common experiences and resources to take on similar problems. The text is particularly user friendly in that it offers provides charts that contextual types of activities that would make a community a community of practice such as: visits, mapping knowledge, problem solving, etc.
Wenger identifies CoP's as"groups of people who share a concern or passion for something they do and learn how to do it better as they interact regularly". Here it is indicated that three main things must be present to call it a CoP: the domain, the community, and the practice. One item that stood out to me is that a community is not by default a CoP. Rather, a CoP must not solely be a community of interest but a CoP is a community that is built on the acquisition of skills, knowledge, or practice within the community. CoP's can come in a variety of sizes, shapes, and domains. All are vested in the "bettering" of individuals.
This article looks at the bones of communities of practice. This is an easy read, an introduction to communities of practice, which explains important characteristics, activities, concepts behind, and concepts applied in the case of communities of practice. It looks at traditional classroom learning compared to communities of practice.
For those who have never heard of communities of practice, this resource explains it well. What are communities of practice, what do communities of practice look like, where does the concept come from and how it is being applied is all covered.
This is a brief but comprehensive introduction as to what communities of practice are by Etienne Wenger. One important aspect addressed is that learning is a product of a community of practice whether intentionally or not. It also gives multiple examples of what a common community of practice can look like such as problem solving, discussing developments, and visits. The concept came to be as a learning model by Wenger and Jean Lave. The concepts has many applications but a couple common places these communities are seen are organizations, government, education, and technology.
One of the articles in the resources for Module 2 mentioned collaborative learning vs. cooperative learning, so I wanted to read this article about the differences. This article details cooperative, collaborative and problem based learning in these areas: origins of the approach, definitions, essential features, goals, specific strategies and techniques and research that supports it. While there are multiple definitions, the authors say that "cooperative learning combines active and social learning via peer interaction in small groups," but that this also applies to collaborative learning. In contrast, cooperative learning emphasizes interdependence, where collaborative learning focuses more on discovery, understanding and producing knowledge. Collaborative learning also involves the teacher as well, working together with students to learn. In problem based learning, students work in small groups to solve a problem, often a real world problem. This type of learning does also involve cooperation and collaboration. There is a table on page 33 that summarizes the 3 approaches.
Great problem-solving, simulation, game for business students. The object is to become the Carnival Manager: A local fun-filled carnival / theme-park urgently requires a virtual managing director to oversee ride and attraction construction, the hiring of staff, general park management, strategic planning, and financial budgeting.
This site includes some good ideas on quantitative problems to give students to solve using spreadsheets in non-math classes. It also contains examples using PowerPoints with embedded spreadsheets.
problem solving, requests for information, seeking the experiences of others, reusing assets, coordination and synergy, discussing developments, visiting other members, mapping knowledge and identifying gaps.
Throughout this website, Etienne Wenger describes Communities of Practice as "groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly." It strongly conveys the importance of working together and emphasizes teamwork as a vital component for success. I could not agree more.
This is a summary of the work of Lave and Wenger on communities of practice. It focuses on the need for social participation for learning. The article also highlights how learning is central to human identity.
Wenger and Lave first used the term Communities of Practice (CoPs) in 1991 and furthered their explanation in 1998. CoPs are a process of social learning in which a group of like-minded people regularly collaborate with the objective to learn something. Wenger specifically notes that this definition does not include "intentionality," stating that learning can happen incidentally. This article goes on to explain the three components of a CoP: domain, community, and practice. Finally, the summary ends with a list of methods commonly seen to collaborate in a CoP including problem solving, seeking others' experience, discussing developments, and mapping knowledge
This article also explains how participation is a huge part of communities of practice. It states that these communities are groups that have something in common and people can learn from one another through the interactions taking place. One big focus is how the participation that is going on needs to be active and continuous. A person's active participation can then help motivate them and others in the community to continually want to learn.
This quick overview of CoPs gives a plain-English approach to the definition and components of CoPs. This allows for a quick understanding without having to dissect the meaning of each word of the definition. Wenger's simple definition is given, as well as the required components for a CoP, and it is concluded with the concept of social participation as a learning focus.
Since I hadn't heard of CoPs, I thought I should find out what it is. For those in the same boat, there are 3 things necessary to have a CoP: 1. domain (common interest), 2. community (engaging together in activity and sharing of information), and 3. practitioners (members are not just people with a shared interest, but practicing).
This article outlines the components of a community of practice as well as discussing what a community of practice is not to help learners better understand what is necessary to have a community of practice.
Communities of Practice were first used in 1991 by Jena Lave and Etienne. A CoP is social learning aimed around a specific subject with people who have common interests and collaborate over a large period of time in an online community. The learning that takes place is often natural and happens through the social interactions. There are three requirements for a proper CoP. The first is that there needs to be a domain. The people involved in the CoP need to have shared interests. The second is that there needs to be a community. The people involved need to interact and engage in activities to help and share information with each other. The final necessity is that there needs to be a practice. This means that they are actively engaged within the community and work to inform everyone involved. CoPs work using social interactions to create the learning community.
This short but informative article helps get to the root question of "what are communities of practice?" The article describes the three main components of the communities of practice theory which domain (shared, common interest), community (sharing of info, activities), and practice (members of COP need to be practitioners of the domain and not just casual observer). To be a true COP, the above components must be present. The article breaks down Wengers belief that "groups of people who share a concern of a passion for something they do and learn how to do it better as the interact regularly". It discussed how COP's are becoming more present through online communities formed through the Internet and social media. COP's are being seen as avenues that promote innovation and building of social capital through the spreading of knowledge.
In this article Etienne defines Communities of Practice (CoP) as "groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly." This learning that takes place is not necessarily intentional. Three components are required in order to be a CoP: (1) the domain, (2) the community, and (3) the practice.
This short summary did a really good job of making this concept simple to understand. It explains that you need three things for a COP: a domain, a community and practice. Great short explanation
Ethereum has the chances of becoming the first public blockchain on hyperledger if the technical steering committee of the open-source consortium approves a proposal to adopt the Pantheon project which is backed by ConsenSys. ConsenSys is a blockchain software company which operates on the mission of building platforms, applications, and tools to solve real-world problems with Ethereum blockchain solutions.
This 2011, Communities of Practice: A Brief Introduction, by Etienne Wenger distills earlier writings and discussions about communities of practice and outlines some characteristics and guidelines. Wegner's definition, "Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly." There are 3 characteristics: the domain of shared interest, the community shares information, activities and relationships and the practice of practioners who share resources, experiences, stories, tools and problem solving. Communities of practice can be for problem solving, information requests, experience seeking, reusing assets, coordination and synergy, documentation projects, visits and mapping knowledge. They can be small or vast, online or face to face. The theory of communities of practice has spilled over into organizations, businesses, government, education, associations, social sectors, international development and the web.
KM stands for knowledge management. This article talks about CoPs in terms of the need to do away with canonical practice because the rules and procedures inhibit problem solving abilities. There is something I cannot identify that annoys me with this article. I do like the " Empowerment is key to learning" statement.
This article looks at Communities of practice and the implications to knowledge management. Communities of practice is a term originally developed by Lave and Wenger (1991). It describes a learning theory with a strong relationship to the social construction of knowledge.
http://www.knowledge-management-tools.net/communities-of-practice.html
"Communities of practice is a term originally developed by Lave and Wenger (1991)." A community of practice is a group with common goals and interests. It is important to note that they are not a team. The goal is not to acquire specific information but to be part of a group to share information. It is unstructured dialog which leads to problem-solving and innovation.
In this article, we will talk about how blockchain can solve existing food supply problems. Furthermore, we will see how blockchain is growing exponentially, creating ample opportunities for all.
Teachers often face the question, "When are we going to use this?" This project is great because it gets students answering that question themselves. Students take a picture of something they see in the world and write their own math problem relating to the picture. This gets students thinking about why math is useful and pushes their problem-solving ability by making them formulate a good question. Once the student okays the project with the teacher, they are free to post with the class Instagram tag where other students can engage in a conversation about the problem. This is a great way to get students to engage in practical mathematics and it is easy to organize because it is almost entirely student-driven. This is a cool project that could be running year round. I could see myself setting this up and building a real-world problem bank with my classes.
Notsolongago,companieswere reinvented by teams.Communities of practicemayreinventthemyetagain –if managers learn to cultivate these fertileorganizational formswithoutdestroyingthem
The best way for an executive to assess the valueof a community of practice is by listening to mem-bers’ stories, which can clarify the complex rela-tionships among activities, knowl-edge, and performance.
What are communities of practice? In brief,they’re groups of people informally bound togetherby shared expertise and passion for a joint enter-prise
managers cannot mandate communities of prac-tice. Instead, successful managers bring the rightpeople together, provide an infrastructure in whichcommunities can thrive, and measure the commu-nities’ value in nontraditional ways.
The strength of communities of practice is self-perpetuating. As they generate knowledge, they re-inforce and renew themselves.
This article discusses communities of practice from a business perspective, which I found interesting because CoPs truly to exist in all professions; they aren't strictly and education trend. The merit of CoPs, according to the author, is that people share their experiences and knowledge in free-flowing, creative ways that foster new approaches to solving problems. They discuss the various benefits of CoPs and then examine why they aren't more prevalent, concluding that though the concept has been around for centuries, it hasn't been widely accepted yet and therefore companies (and education) haven't spent a long time cultivating them and helping people learn to effectively develop them. They refer to CoPs as the new frontier and predict that they will become a more and more important part of knowledge acquisition for professionals in the future.
Although many organizations create groups that include people of varying specialties to complete specific problems, people are organizing themselves into communities of practice, informal groups who share "expertise and passion" for a common interest. These communities are new to the business world because their spontaneous, informal nature makes them difficult to supervise. Managers cannot mandate communities of practice, they can only create a supportive environment. Members self select based on common interests and perceived advantage. The authors provide examples from Hill's Pet Nutrition and Hewlett-Packard. While communities should not be forced into creation, managers can cultivate them by identifying potential CoPs that will benefit the company's "strategic capabilities", provide infrastructure to them, and assess their value to the business through "nontraditional methods." Business managers need to realize the wealth of potential available to them through communities of practice.
Prior to my studies in the Educational Technology program, I had never heard of the term Communities of Practice. Until I read this article, I have only seen research about CoP in education. This article begins by discussing CoP in business, and how long CoP has been around as well its benefits for businesses. I was really surprised to hear how long CoP has been around, you would think more businesses would invest the time to develop them. A couple examples mentioned show that it can take up to a year or more before change is implemented, but the long term benefits are worth it. Also, I noticed that another article broke down information in a table, much like the "Snapshot Comparison" section in this article. This is a nice way to compare things in an easy to read and understandable format.
This article, while a bit longer, introduces and explains communities of practice in an in depth and thorough fashion. I enjoyed the comparison to real-life companies organization and the history coming all the way from Ancient Greece. Two of my favorite comments states that communities offer "creative ways that foster new approaches to problems" and "they give you both the golden eggs and golden goose that lays them". It makes me realize how essential deeper understanding and knowledge can be developed within these types of communities. The article also develops an understanding of a comparison chart of different types of work groups to show when using communities of learners are most effective.
This is a great resource that focuses specifically on the use of communities of practice in business environments. However, the information is easily transferred to other areas of industry or academia. It addresses the fact that CoPs are different than the traditional approach of working in teams in that their success and usefulness can be difficult to measure. The author gives tips for how to evaluate the success of a CoP through the sytematic gathering of anecdotal evidence.
This is a great resource for businesses to gain insights into the use of Communities of Practice. In this article, Wenger and Snyder discuss Communities of Practice and their value for organizations.