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Meghan Cureton

Why Empathy Holds the Key to Transforming 21st Century Learning | MindShift | KQED News - 2 views

  • Empathy has the potential to open up students to deeper learning, drive clarity of thinking, and inspire engagement with the world—in other words, provide the emotional sustenance for outstanding human performance.
  • Empathy lies at the heart of 21st century skillfulness in teamwork, collaboration and communication in a diverse world.
  • The frontal lobes of the brain, at least as much as we know now, are the seat of planning, execution, problem solving and creativity—and when the frontal lobes are working well, so are we.
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  • Setting up a culture of care is very much an exercise in making empathy central to daily work.
  • Empathy is now identified as the first step in the design process, whether crafting new software for a user or creating form-factors that inherently please the consumer.
  • empathy is described as ‘step.’ But that easy designation belies a very deep process in which a designer must, for lack of a better term, ‘sink into the mind of another and take on their persona’. That is a deep descriptor of an ultimate form of empathy—and it may be a necessary component of an educational system increasingly tilted toward design and inquiry.
  • Ready or not, education is entering an age in which social learning is the new norm. Pure academics are giving way to increased opportunities for students to work together; teachers increasingly take on the role of co-learner and facilitator; listening, learning, and teaming are the new core skills. At the heart of this new skillfulness for everyone is the ability to forge deep connections lead to creative problem solving and positive pursuits. Taken all together, this makes empathy critical to schools. In fact, very soon we will need to invent a new taxonomy of learning that makes empathy the base of the learning pyramid.
Jim Tiffin Jr

Updated Empathy Map Canvas - The XPLANE Collection - Medium - 0 views

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    Next iteration of the very useful DT tool: the empathy map. Great ideas in this canvas to consider.
Bo Adams

In the Shoes of a Teacher: A Real-Time DEEP dive into Empathy for a School Leader | The... - 0 views

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    A fabulous reflection from an inspired and inspiring educator who demonstrates profound perspective consciousness and empathy through walking in several different kinds of shoes. 
Bo Adams

13 kids books to spark conversations about empathy | Tinybop - 0 views

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    HT Erin Carey
Jim Tiffin Jr

Design Thinking Mindsets from IDEO via their Design Kit - 0 views

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    A listing of the design thinking mindsets put forth by IDEO, including links to videos of various individuals explaining what they are: - Learn from Failure - Make It - Creative Confidence - Empathy - Embrace Ambiguity - Optimism - Iterate, Iterate, Iterate
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    A listing of the design thinking mindsets put forth by IDEO, including links to videos of various individuals explaining what they are: - Learn from Failure - Make It - Creative Confidence - Empathy - Embrace Ambiguity - Optimism - Iterate, Iterate, Iterate
Bo Adams

Does Design Thinking Work For Students? | Steve Mouldey - 0 views

  • It has felt like a more powerful version of inquiry through it’s focus on developing empathy, students iterating their understanding and then having to use their knowledge rather than just remembering information.
  • the most comprehensive definition came from a student: Design Thinking is human centred problem solving where designers go through a process which highly values empathy, feedback and multiple iterations in order to create a solution that best suits a user based on their needs and values
  • The most powerful student comment in this research shows both what students gain from the use of Design Thinking and a thirst for this authentic, meaningful approach to spread further: “I am quicker to find things that don’t feel very meaningful to me which bothers me when I know there can be meaningful ways to learn where even as a high school student I can be contributing to bigger projects that really impact people’s lives.”
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  • I see students as citizens now, rather than citizens in the future, and want to help them develop the skills and knowledge to influence the world around them.
Meghan Cureton

How Do You Teach to the Standards When Doing Project-Based Learning? - 4 views

  • People often debate about whether we should be process-driven or product-driven in project-based learning. But I think there’s a third option. We can be learning-driven. In other words, we should start with the question, “What do we want students to learn?” and let that drive the process and the product.
  • PBL is not a license to ditch the standards or take a break from real learning.
  • #1: Inquiry-DrivenInquiry-driven PBL begins with a state of curiosity and wonder. It might be as simple as the sentence stem “I wonder why _________” or “I wonder how _________.” Students then have the opportunity to research, ideate, and create.
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  • #4: Problem-DrivenProblem-driven PBL begins with a specific problem or challenge that students must solve. An example is our maker challenges that present a specific scenario that leads students into research, problem-solving, ideation, and a final product that solves the initial challenge.
  • #3: Product-DrivenPBL experts often say, “Students should focus on the process and not the product.” But there’s also a time and a place for projects that challenge students to focus on developing a quality product. In these projects, the product has tighter parameters but the process is more flexible.
  • #2: Interest-DrivenAnother approach is the interest-driven PBL process.
  • #5: Empathy-Driven (Design Thinking)Empathy-driven PBL can have elements of the previous four PBL approaches.
Meghan Cureton

Assessment in Making | Edutopia - 1 views

  • Traditional direct instruction focuses on content knowledge, while maker-centered learning orients around the learner's context.
  • Perhaps some memorization of key facts is necessary, but we must set our sights beyond box checking and move toward connection with peers, toward empathy, problem solving, and working through frustrations in pursuit of a deeper, richer understanding of both content and self.
  • Making innately provides evidence of learning.
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  • Currently, the common form of assessment focuses on only one learning outcome type: content. Practices, ways of thinking, and 21st-century skills often fall by the wayside
  • the digital portfolio is a promising model for genuine assessment of deep, multi-layered learning
  • Portfolios can showcase a student's abilities, interests, voice, and thinking in a way that test scores and grades cannot.
  • Consider how we assess artists or athletes, or more importantly, how they assess themselves.
Bo Adams

Authentic Design Challenges in Project-Based Learning: Fostering Innovators - Medium - 0 views

  • By connecting Design Thinking with Project-Based Learning, these amazing teams helped their students see how innovation and imagination can solve not just local challenges, but those faced by humans around the world. The design process required the kind of critique and revision PBL asks of students, and the resulting increases in risk taking and resilience will serve students well in any field. Most importantly, by grounding the design work in empathy interviews and authentic challenges, students were invited not only to witness the world as it is, but also to begin crafting the world as it might be.
Bo Adams

Three-Lessons-from-Grant-Wiggins-1-2.pdf - 1 views

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    Fabulous article that all us educators should re-read regularly. HT @NicoleNMartin
Bo Adams

What Google Learned From Its Quest to Build the Perfect Team - The New York Times - 1 views

  • many of today’s most valuable firms have come to realize that analyzing and improving individual workers ­— a practice known as ‘‘employee performance optimization’’ — isn’t enough. As commerce becomes increasingly global and complex, the bulk of modern work is more and more team-based.
  • teams are now the fundamental unit of organization.
  • influence not only how people work but also how they work together.
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  • Google’s People Operations department
  • there was nothing showing that a mix of specific personality types or skills or backgrounds made any difference. The ‘who’ part of the equation didn’t seem to matter.’’
  • At Google, we’re good at finding patterns,’’
  • As they struggled to figure out what made a team successful, Rozovsky and her colleagues kept coming across research by psychologists and sociologists that focused on what are known as ‘‘group norms.’’
  • Norms are the traditions, behavioral standards and unwritten rules that govern how we function when we gather
  • Norms can be unspoken or openly acknowledged, but their influence is often profound.
  • looked for instances when team members described a particular behavior as an ‘‘unwritten rule’’ or when they explained certain things as part of the ‘‘team’s culture.’’
  • After looking at over a hundred groups for more than a year, Project Aristotle researchers concluded that understanding and influencing group norms were the keys to improving Google’s teams.
  • The researchers eventually concluded that what distinguished the ‘‘good’’ teams from the dysfunctional groups was how teammates treated one another. The right norms, in other words, could raise a group’s collective intelligence, whereas the wrong norms could hobble a team, even if, individually, all the members were exceptionally bright.
  • As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as ‘‘equality in distribution of conversational turn-taking.’’
  • Second, the good teams all had high ‘‘average social sensitivity’’ — a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues.
  • psychological safety — a group culture that the Harvard Business School professor Amy Edmondson defines as a ‘‘shared belief held by members of a team that the team is safe for interpersonal risk-taking.’’
  • Psychological safety is ‘‘a sense of confidence that the team will not embarrass, reject or punish someone for speaking up,’’
  • ‘‘It describes a team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves.’’
  • Rozovsky’s study group at Yale was draining because the norms — the fights over leadership, the tendency to critique — put her on guard. Whereas the norms of her case-competition team — enthusiasm for one another’s ideas, joking around and having fun — allowed everyone to feel relaxed and energized.
  • other behaviors that seemed important as well — like making sure teams had clear goals and creating a culture of dependability.
  • it made sense that psychological safety and emotional conversations were related.
  • The behaviors that create psychological safety — conversational turn-taking and empathy — are part of the same unwritten rules we often turn to, as individuals, when we need to establish a bond.
  • If I can’t be open and honest at work, then I’m not really living, am I?’’
  • to be fully present at work, to feel ‘‘psychologically safe,’’ we must know that we can be free enough, sometimes, to share the things that scare us without fear of recriminations. We must be able to talk about what is messy or sad, to have hard conversations with colleagues who are driving us crazy. We can’t be focused just on efficiency.
  • By adopting the data-driven approach of Silicon Valley, Project Aristotle has encouraged emotional conversations and discussions of norms among people who might otherwise be uncomfortable talking about how they feel.
  • In the best teams, members listen to one another and show sensitivity to feelings and needs.
  • ‘Just having data that proves to people that these things are worth paying attention to sometimes is the most important step in getting them to actually pay attention,’’ Rozovsky told me. ‘‘Don’t underestimate the power of giving people a common platform and operating language.’’
Bo Adams

Meet the school with no classes, no classrooms and no curriculum - 0 views

  • their entire approach is centred around projects. This is a school focused on learning, not teaching.
  • Our teachers work five days, four days with kids, and on the fifth day I don’t allow them to work with kids, they have to observe other teachers and give them feedback.
  • And if they do that enough I say ‘get out of the school’, go to a museum, go to a laboratory, go to a business and tell us what you found there.
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  • Well if you look at the skills employers constantly cry out for: empathy, communication, teamwork, agility, flexibility, and the ability to design and make solutions to multidisciplinary problems
  • chief among their soft skills is a sense of confidence in their abilities to tackle problems and communicate with adults and each other.
Meghan Cureton

Urban Planning and Connected Communities | TED Videos | UPS - 0 views

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    "People want to feel empowered and connected -- to feel like they are playing a role in the world around them"
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