Group items tagged

Diigo provides a great way to model and practice reading informational text and to engage students in collaborative virtual discussions.  Many know Delicious and Diigo as social bookmarking sites.  Diigo is so much more!  Find a website that you want your students to read.  Then use Diigo to model the active reading process and make notations right on the web site by using the Diigo tools of Sticky Notes and Highlighting.  Paste a sticky note at the beginning of the text to remind students to ask themselves, “What do you already know about this topic?”  Also, add a sticky note reminding students to note their purpose for reading.  Diigo’s highlighting tools include four different colors.  Use the various colors and model how to find the main ideas and highlight only the essential words in yellow.  Supporting details, key vocabulary words,  and confusing parts can each be highlighted with different colors.  Consistency in highlighting color will provide another cue for students about text structure.  Diigo serves as  an excellent tool for modeling the pre-reading process, for pointing out text features and structure, and to practice active reading by making connections and asking questions.  Once students are ready for independent practice, Diigo can be taken to another level.  Educator accounts allow teachers to create classes.  Each student  in the class can annotate  and highlight the assigned web site article independently.  Connections, questions, and comments  are then shared with the teacher and the class.  “Sticky note”  or “Read and Say Something” conversations can then be conducted through Diigo. 

Grades serve no pedagogical function at all. (Detailed feedback does, but that's an entirely different matter.) Grading is about nothing more than efficiently communicating to other institutions the level of learning we, the teachers, estimate (and it is only an estimation) each student gained. Unfortunately, students not only want to know about the content of that communication (understandably enough) but, for many, maximizing the grade (rather than the learning itself) has become their primary goal in taking courses. If we had no grades, then students' own personal sense of learning would be all that they got out of taking courses, and they would focus on that instead. (And it would make courses a much more interesting and productive place to be.)

(1) modeling the use of new technologies in communicating to students, teachers and the general public; (2) ensuring that technology becomes integral to teaching 21st-century skills from critical thinking and problem solving to collaboration and information literacy in the classroom; (3) boosting Web 2.0 applications and tools as key components of student learning; (4) offering professional development in these technologies and deploying the online tools that help teachers create learning communities among themselves; and (5) requiring better balanced assessments of student work—including project-based learning enhanced by technology tools—in an age driven by NCLB-oriented testing and better use of data from the assessments to help students improve their performance.

The revised edition also includes a self-assessment for superintendents to evaluate how far their districts have come along the technological curve. CoSN’s CEO Keith Krueger explains that his organization’s research shows that many district leaders are behind that curve, and the new document opens with a letter:

e cautions that the large-scale changes CoSN is advocating are most likely to happen for district leaders who are not engaged in dozens of other initiatives. “Everybody wants the superintendent to be in the middle of everything,” Reeves explains. “The real acid test is whether you can execute the ‘not-to-do list,’” adding that superintendents need to resist establishing too many priorities. Each of the five areas featured in “Empowering the 21st Century Superintendent” includes a set of resources and a series of action steps for superintendents and district leadership teams. For instance, in the 21st-century skills section, leaders are urged to improve their own such skills, create a vision for integrating them into K12 instruction, audit the district’s strategic plan to see which might be missing and adjust professional development accordingly.

To the shifted: You have an obligation to serve others.”

The shift is happening now and if we aren’t shifting the learning experience for students then what kind of education are we giving them?”

The needs are different, but some of the scaffolding and support we offer one of these groups can also be helpful to the other.

In the neoliberal economy, workers are seen as commodities and are expected to be trained and “work-ready” before they are hired. The cost and responsibility for job-training fall predominantly on individual workers rather than on employers. This is evident in the expectation that work experience should be a condition of hiring. This is true of the academic hiring process, which no longer involves hiring those who show promise in their field and can be apprenticed on the tenure track, but rather those with the means, privilege, and grit to assemble a tenurable CV on their own dime and arrive to the tenure track work-ready.

The assumption that faculty are pre-trained, or able to train themselves without additional time and support, underpins university directives that faculty move classes online without investing in training to support faculty in this shift. For context, at the University of Waterloo, the normal supports for developing an online course include one to two course releases, 12-18 months of preparation time, and the help of three staff members—one of whom is an online learning consultant, and each of whom supports only about two other courses. Instead, at universities across Canada, the move online under COVID-19 is not called “online teaching” but “remote teaching”, which universities seem to think absolves them of the responsibility to give faculty sufficient technological training, pedagogical consultation, and preparation time.

A guiding principle of neoliberal thought is that citizens should interact as formal equals, without regard for the substantive inequalities between us. This formal equality makes it difficult to articulate needs that arise from historical injustices, for instance, as marginalized groups are seen merely as stakeholders with views equally valuable to those of other stakeholders. In the neoliberal university, this notion of formal equality can be seen, among other things, in the use of standards and assessments, such as teaching evaluations, that have been shown to be biased against instructors from marginalized groups, and in the disproportionate amount of care and service work that falls to these faculty members.

That higher education institutions are facing a “demographic cliff” in the coming years has become conventional wisdom. But what if there is no cliff? What if we’ve instead been subjected to a narrative rooted in limited data that serves the interests of corporations and is doing real damage to our public institutions?

Currently, the NCES projects relatively constant numbers of high school graduates through 2030, with total graduates expected to increase in the mid-2020s, followed by a modest decline, making the projected 2029–30 number slightly greater than in 2016–17. Further, it is important to note that since the 1970s, the total number of high school graduates in the U.S. has declined several times before. More importantly for higher education, the NCES projects modest increases in higher education enrollments through 2029.

WICHE is an interest group with an explicit policy agenda—“focus areas”—which includes “developing and supporting innovations in technology and beyond that improve the quality of postsecondary education and reduce costs.”