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many businesses are now finding that the pace of change demanded by the global economy and facilitated by various technologies is requiring them to rethink how they are organized. Many are restructuring themselves as learning organizations—organizations in which new learning and innovation are the engines that drive the company.

Knowledge Forum is, of course, not the only online learning environment available. Others of note include FirstClass, WebCT, and Blackboard. Palloff and Pratt (2001) note that, whatever online environment is used, "attention needs to be paid to developing a sense of community in the group of participants in order for the learning process to be successful"

How does it work? In practice, the teacher presents students with a problem of understanding relevant to the real world. It could be a question such as What is the nature of light? or What makes a society a civilization? The focus here is to make student ideas, rather than predetermined activities or units of knowledge, the center of the classroom work. The next step is to get the students to generate ideas about the topic and write notes about their ideas in the Knowledge Forum (KF) database, an online environment with metacognitive enhancements to support the growth of the knowledge-building process. In generating these ideas, the students form work groups around similar interests and topics they wish to explore. These groups are  self-organized and dynamic; the teacher does not select the members, and members can join or leave as they choose. Idea generation can take place during these group sessions, during which all students are given the chance to express their ideas, or in individual notes posted directly to the KF database. While in a typical classroom setting ideas or comments generated in discussion are usually lost, the KF database preserves these ephemeral resources so that students can return to them for comment and reflection. Students are then encouraged to read the notes of other students and soon find that there are differing schools of opinion about the problem. The teacher's job is to ensure that students remain on task and work towards the solution of the problem under study by reading each other's notes and contributing new information or theories to the database

ome teachers get whiteboards and dazzle themselves, while the students, for the most part, crave the media-rich environments in which they live when they are not in class. It is a conundrum to say the least.

Allowing teachers to fumble along implementing technology experiences haphazardly is no longer productive or effective.

"harbinger of innovation" meaning someone who keeps up with new educational technologies by attending conferences and staying connected with other knowledge brokers.

Second, he/she must have time to develop classroom (or outside of classroom) technology-related activities.

Third, these select individuals must be excellent teachers and know how to explain complicated technology to digital immigrants.

Fourth, knowledge brokers have to be available to help the teacher learn the technology, help introduce it to the students (or stand by while the teacher does the introduction to help with the expected problems), and be willing to return calls - shouts - for help immediately.

Finally, knowledge brokers need to be catalysts for change in the school environment which means that they have to be able to assume all four roles PLUS coordinating all the present and future technology integration. In other words, they have to love it and embrace it and get the teachers to feel the same way.

Globally competent students understand that audiences differ on the basis of culture, geography, faith, ideology, wealth, and other factors and that they may perceive different meanings from the same information. 

What skills and knowledge will it take to go from learning about the world to making a difference in the world?

Globally competent students see themselves as players, not bystanders. 

Global competence requires that the capacities described above be both applied within academic disciplines and contextualized within each discipline's methods of inquiry and production of knowledge.

I use three key questions to guide the reflection within this cycles – the reflection being the most important part:How well did that go? (what I tried to do?)How do I know how well it went? (what data am I relying on?)How well could that have gone? (this is probably the most important question)

We wanted flying cars, instead we got 140 characters.” A world where all can use Twitter but hardly any can commute by air is less impressive than the futures dreamed of in the past.

e notes that, for all its inhabitants’ Googling and Skypeing, America’s productivity performance since 2004 has been worse than that of the doldrums from the early 1970s to the early 1990s.

esearch by Susanto Basu of Boston College and John Fernald of the San Francisco Federal Reserve suggests that the lag between investments in information-and-communication technologies and improvements in productivity is between five and 15 years. The drop in productivity in 2004, on that reckoning, reflected a state of technology definitely pre-Google, and quite possibly pre-web.

nnovation is what people newly know how to do. Technology is what they are actually doing; and that is what matters to the economy.

n the end, the main risk to advanced economies may not be that the pace of innovation is too slow, but that institutions have become too rigid to accommodate truly revolutionary changes—which could be a lot more likely than flying cars.

Schools that tweak the existing assembly line model of learning will become increasingly irrelevant in a world that does not reward the output of that learning. 

“Technical” means that there are methods of learning that work better than others, and the experts are experienced teachers. They know what works; they just may not know how to adapt this knowledge to a setting in which they, the teacher, are farmers in the ecosystem, not preachers in the pulpit.

nnovative schools become culturally comfortable with rapid ideation, shipping, and iteration.

ts time to pursue knowledge about which they are passionate is antithetical t

Opportunities to network are now ubiquitous as colleagues can connect frequently, inexpensively, and across all divides of space and time via professional and social media.

Aversion to risk and failure is one of the greatest impediments to innovation. 

chools that do embrace innovation share a universal quality: leaders who are willing to take risks; who support and require their employees to take risks; who develop systems that leverage failure as a unique learning experience that builds institutional grit.

Organizations maximize innovation if they embrace distributed leadership that truly amplifies opportunities for anyone in the organization to imagine, prototype, and build on new ideas.

Adults want proof that something new will work; we want a 20-year longitudinal study to show that something different is better than what we have done in the past.

They can, and do, each tell their own story of mission advancement. 

Although much attention has been paid to the laptop computers that have been provided to students in the district, Mr. Edwards insists that the conversion isn’t about devices.

The digital conversion happening in Mooresville has required everyone in the district—including students—to “aggressively embrace continuous learning,” said Mr. Edwards. For instance, educators should continually be working toward their own professional goals and expanding their instructional knowledge, just as students are expected to add continually to their knowledge base.

“You have to clearly send signals that mistakes, bumps, and turbulence are part of the landscape. It happens, and it’s OK, and if things don’t go right, that’s normal,” said Mr. Edwards.

“If you don’t know what you’re going to measure, and carefully collect data along the way, you will not have that story to tell six or 18 months later,” said Ms. Cator, a former director of the office educational technology for the U.S. Department of Education.

In Albemarle County, for instance, students sit on the district’s tech advisory committee, participate in surveys about the district’s strategic goals, and provide feedback about budget initiatives, virtual learning, and other strategies through a county student advisory committee, said Ms. Moran.

Building a Culture of Innovation School leadership experts outline several ways districts should work to create an atmosphere in which good ideas can flourish, including: • Develop strong leaders who encourage informed risk-taking and experimentation rather than protection of the status quo. • Establish an expectation of continuous learning and improvement from every person at every level of the organization. • Craft a clearly defined and articulated vision for the district, and make sure everyone understands it and adheres to it. • Foster an environment in which people have the power to change course quickly if a project or initiative isn't working. • Empower everyone in the district, from students to teachers and administrators, to take on leadership roles. • Ensure a seamless infusion of technology throughout every sector of the district to produce efficiencies and collect meaningful data. SOURCE: Education Week