Skip to main content

Home/ MVIFI Mount Vernon Institute for Innovation/ Group items matching "resources" in title, tags, annotations or url

Group items matching
in title, tags, annotations or url

Sort By: Relevance | Date Filter: All | Bookmarks | Topics Simple Middle
Meghan Cureton

transforming_teaching_learning_and_assessment.pdf - 1 views

  • T o make space for learner voice and to promote learner agency, teachers must set up learning environments that stimulate active learner engagement with meaningful and progressively challenging tasks that stimulate their thinking and enable them to develop competence over time. Unlike subject content, competence cannot be transmitted to learners. Rather, competence is progressively developed by learners through appropriate facilitation.
  • Table 1. The Role of Learners in Competence-Based Curricula
  • A “growth mindset” (Dweck, 2006). essential for developing intrinsic motivation.
  • ...15 more annotations...
  • Deep learning
  • The extent of emotional, cognitive, and behavioral engagement influences the effectiveness of learning, and thus, the development of competence.
  • These modes of learning blur boundaries between teachers and learners, as learners progressively take responsibility for their own learning.
  • Success also rests on profound teacher understanding of curricula that should accrue during curriculum design and development stages. Such understanding is crucial for the teachers’ buy-in, conviction, ownership, and commitment to effective curricula implementation.
  • Within the curriculum continuum, assessment has significant potential to support and reinforce curriculum reform. However, it equally has enormous potential to distort the official/intended curriculum.
  • When appropriate strategies are used in assessment, they can support the implementation of the official curriculum, enhance learning, and lead to an enrichment effect. However, gaining these benefits of appropriate assessment demands a specialized knowledge of assessment by all concerned.
  • Another critical policy message is that competence-based assessment and examinations systems require significant investment in the professionalization of teachers as assessors of learning. Competence-based assessments also require trust in teachers’ ability to make reliable judgements and to utilize assessment as an inherent and important part of teaching and learning.
  • A key policy message is that education and learning systems cannot succeed at adopting competence-based approaches to curriculum without similarly transforming teaching, learning, as well as assessment and examination systems. All the three elements must be aligned. Transforming curricula to competence-based approaches and leaving teaching, learning, assessment, tests, and examinations subject-based is tantamount to not transforming curricula.
  • In competence-based approaches, teachers are not just co-designers and co-developers of curricula. They are also pivotal co-assessors, co-testers, and co-examiners.
  • Most importantly, competence-based curricula must lead quality assessment rather than be led by poor practice assessments, tests, and examinations.
  • What "developmental progression" means, in general terms, and an understanding that progressing is neither linear nor necessarily agerelated. Rather, it is iterative, interactive, and dependent on making connections to prior learning and to context;
  • it is best to base judgements on a number of different criterion referenced assessments.
  • Effective teacher professional development must include all 4 componen ts: • Knowledge – worthwhile research-informed theory, content, and expertise; • Integrated pedagogical and assessment skills and strategies; • Modelling, demonstrating, and engaging with approaches, ideally in settings that approximate to the workplace; • Practicing the approaches frequently over a substantial period of time between professional inputs; (2–6 months a minimum) with ongoing and follow up evaluation of impact and refinement; • Concurrent dialogue/coaching/peer collaboration in activities such as lesson planning, preparing related resources, peer observation, discussion, and reflection on impact
  • Table 4. Success of different methods of professional development Training Components Outcomes % of participants who demonstrate Kno wledge % of participants who demonstrate new Skills % of participants who transfer into Classroom Practice Theoretical Knowledge and Discussion 10%5%0% Demonstration in Training 30%20%0% Practice and Feedback in Training 60%60%5% Coaching in Classroom Settings 95%95%95%
  • Teaching still lacks core characteristics that define a profession, vis: (i) a profession-specific, systematized, scientific body of knowledge that informs the daily activities of practitioners; (ii) a lengthy period of higher education training and induction; (iii) engagement in continuous professional development; and (iv) autonomy to exercise professional judgement and decision-making in practice and in governance over the profession
T.J. Edwards

When Everyone Is Doing Design Thinking, Is It Still a Competitive Advantage? - 1 views

  • Design thinking has come a long way since I wrote about it here in 2008. The most valuable company in the world places design at the center of everything it does. Designers are on the founding team of countless disruptive startups. Domains such as healthcare, education, and government have begun to prototype, iterate, and build more nimbly with a human-centered focus. Now that design thinking is everywhere, it’s tempting to simply declare it dead—to ordain something new in its place. It’s a methodology always in pursuit of unforeseen innovation, so reinventing itself might seem like the smart way forward. But in practice, design thinking is a set of tools that can grow old with us.
  • And I’d argue that in order to create sustained competitive advantage, businesses must be not just practitioners, but masters of the art.
  • Umpqua
    • T.J. Edwards
       
      A favorite DT story. It is a central chapter in Glimmer by Warren Berger.
  • ...6 more annotations...
  • UK’s Design Policy Unit
    • T.J. Edwards
       
      This is an incredible document. UK's comprehensive Tech+Design curriculum work has been a favorite of mine to follow. This doc, though, shows a larger scale transformation using design. Worth considering for MVx
  • Company evangelists handed out Moleskines with tips on “how to be better-makers,” and an internal tool (built on IDEO’s OI Engine) helps teams master design thinking through open-platform challenges.
  • Design thinking even shows up in the questions asked during reviews, when employees are evaluated on how successfully they’re building its principles into everyday work.
  • Getting to that kind of mastery is our challenge for the next decade. How might organizations build deep design thinking skills and creative leadership at all levels?
  • host of resources
    • T.J. Edwards
       
      Can MVIFI be added to this list? A void/need to be filled?
  • That’s not an inborn ability, it’s a skill—OK, a mastery—learned over many years of doing
Meghan Cureton

Creating an Ecology of Wonder | Edutopia - 0 views

  • I believe that our most precious natural resources are imagination and wonder
  • Wonder leaves us with a sense of fascination about mysteries yet unsolved or questions yet unanswered.
  • In a learning ecology that focuses on wonder, an artful approach can be introduced in any subject area
  • ...3 more annotations...
  • Art reveals patterns and connections that would otherwise remain unnoticed.
  • Create Assessments That Reward Good Questions, Not Just Good Answers
  • Develop Different Ways for Measuring Success
Meghan Cureton

LinkedIn's 2017 U.S. Emerging Jobs Report - 0 views

  • 65% of children entering primary school today will ultimately hold jobs that don’t yet exist.
  • Here’s what we found:
  • Tech is king:
  • ...9 more annotations...
  • Soft skills matter:
  • Jobs with high mobility on the rise
  • Low supply of talent for top jobs:
  • Future-proofing skills is critical:
  • Comprehensive sets of skills that cover multiple disciplines are seemingly in higher demand. Many of the roles on this list cover multiple disciplines and are applicable to multiple industries.
  • Certain specialist roles are on the decline
  • We also took a look at the skills that were growing the fastest across these professions, and the same trend emerged: soft skills are represented across the board, as well as basic computer literacy.
  • We surveyed more than 1,200 hiring managers to find out what they’re looking for in a candidate when it comes to soft skills: Adaptability Culture Fit Collaboration Leadership Growth Potential Prioritization
  • It’s always a good reminder that soft skills will always be important, no matter the profession. The ability to collaborate, be a leader, and learn from colleagues will stand out in interviews, and even more once starting a job.
Bo Adams

deeperlearninges.pdf - 1 views

  •  
    HT Nicole Martin
T.J. Edwards

Impatient With Colleges, Employers Design Their Own Courses | WIRED - 0 views

  • That’s the fastest the university has ever introduced a new degree program, a feat it achieved by adopting off-the-shelf course materials already developed by Microsoft that the company is distributing to help turn out more employees with data and computer-science skills.
  • The courses employers have been helping to create don’t just teach skills students need to work for Microsoft, Amazon or Google, like the highly specialized training classes that are longtime industry standards
  • Instead, the companies are working with edX and others to provide what they say are the educations that all of their employees require in common, including such abilities as critical thinking and collaboration.
  • ...8 more annotations...
  • And companies including Accenture, Boeing and Microsoft have created the Internet of Learning Consortium to speed up the production of job-ready workers by using the internet to teach them what they need to know.
  • “We talk about the days long gone when companies trained employees from the ground up and now we’re talking about companies training employees again. These organizations are saying [to the universities], ‘We need people with X, Y and Z skills and you’re not providing that.’ ”
  • While 96 percent of chief academic officers at higher-education institutions say they’re effectively preparing students for work, only 11 percent of business leaders strongly agree
  • Faculty could react more nimbly to industry demands if their universities hired more of them and gave them the resources they need to update courses or offer them online
    • T.J. Edwards
       
      Hired more industry people? Career changers?
  • In addition to long waits for programs to be approved by faculty and accrediting agencies, for example, many schools can’t find enough people qualified to teach computer science. The increase in the number of tenure-track faculty in that and similar fields has been one-tenth as much as the increase in the number of students crowding into classes, the Computing Research Association reports.
  • The Kelley School of Business at Indiana University, for example, is in the market for five or six new faculty hires per year in data, business analytics and other fast-growing disciplines, said Ash Soni, executive associate dean of academic programs. It usually manages to fill just two or three of those positions, Soni said.
  • “The pace of change and product cycles and skills demands in the economy are moving more quickly than traditional university processes and program development can keep up,” said Northeastern’s Gallagher.That needs to change, for universities’ own self-preservation, said Gordon, of Eastern Washington
  • “We’ve got to be at the leading edge of today and tomorrow,” he said, “rather than the day before.”
T.J. Edwards

What IS the difference between competencies and standards? | reDesign - 2 views

  • Competencies, on the other hand, tend to emphasize the application of skills, knowledge and dispositions rather than content knowledge.
  • Competency-based models approach content as the backdrop, while putting essential skills and dispositions front and center. In this way, content serves as the context for practicing and demonstrating “transferable” competencies that can be applied in different contexts.
  • In competency-based models, the entire system must change. Students advance upon mastery  when they are ready, not when an arbitrary academic calendar suggests that they should be.
  • ...15 more annotations...
  • Optimally, competencies are broad enough that student pathways and demonstrations of proficiency can be vastly different, organized to encourage and nurture student passions and questions.
  • Competencies sit above standards in terms of grain size.
  • competencies tend to encompass an interrelated set of skills, knowledge, aptitudes, and/or capacities.
  • competencies are often constructed as groupings of related skills or attributes that are purposefully designed to be explicit, measurable, transferable, and empowering to students
  • Competencies define skills that are practiced and developed continuously. They are not “one and done,” like many standards, which are course-based and attached to specific grade levels or bands.
  • in truly competency-based systems, PLDs are not attached to specific grade levels
  • we believe strongly that we must guard against tying PLDs to age-based grades or cohorts.
  • PLDs are guideposts to mastery
  • When learning outcomes are defined in terms of the application of skills or the synthesis and creation of new knowledge, we’re then talking about a much more sophisticated assessment type
  • competence is about successful application of skills and knowledge to achieve a particular purpose, not simply to show basic levels of understanding
  • In a true competency-based system, students can’t fail. Instead, students receive concrete and specific feedback on their work, and are provided with opportunities for additional practice and support in order to develop and demonstrate growth in their competencies.
  • Mastery-based grading and promotion policies are radically different in competency-based systems because promotion is based on mastery of specific skills, not on completion of courses made up of arbitrary and highly varied bundles of content, skills, and concepts.
  • As competency-based education gains ground in formal K-12 schooling, there is a very real chance that the movement could lose the “spirit” of its intent and become yet another, albeit more refined, form of standards-based learning
  • In competency-based models, performance level descriptors (PLDs) clarify the developmental journey from novice-to-expert or to "mastery."
  • Quite differently, competency-based models reach back centuries, with early apprenticeship learning that created pathways for mastery and gainful employment. Think: Medieval craft guilds, masonry, baking, carpentry, shoemaking.
Bo Adams

The Inspiration Walk - Stanford d.school - 1 views

  •  
    HT @ChrisAndres003
‹ Previous 21 - 32 of 32
Showing 20 items per page