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"In education, most of the talk around disruptive innovation revolves around education technology, owing to the potential scale of these technologies, and desperation of education to revise itself. But innovation doesn't necessarily have to be a matter of economics, as Christensen originally thought of the term, nor of technology, which is the most tempting angle. It can, but there are other disruptors that can lead to innovation that have little to do with either. What might be more interesting than the disruptors, then, might be the process itself. "

The goals of gamification are to achieve higher levels of engagement, change behaviors and stimulate innovation. The opportunities for businesses are great - from having more engaged customers, to crowdsourcing innovation or improving employee performance. Gartner identified four principal means of driving engagement using gamification:

Professor MacFarlane discusses many issues which ring true to me. In particular: - lack of vision for what education could be like with new technology (around 4 min mark) - the web2.0 and technology revolution is great for the 15% of people who have a good life anyway because of their suituation and culture (5:30) - others don't benefit from the access to the technology - they need help (6:00) - no change in classroom over last 20 years with computers and in danger of no change in next 20 years (7:30) - instruction vs. construction (8:30) - expect learning to change with introduction of technology (10:30) - but hasn't really done so - student self-directed learning is separate from school work i.e. at home and not related to school (14:30) - much of what kids do on computers at home is trivial (16:00) - the ones that do have good experiences are the same 15% (16:30) - kids that are missing out have a computer at home probably but no access to the community that enables them to have these experiences (17:10) - doing something by themselves does not really benefit them - it is being part of a community that had benefit for learning - what are we dong for these people? (19:10) - talking about missing pedagogical model for how to teach (22:00) - teachers are expected to use technology to provide innovative learning but no model against which to do so, some don't use it at all, some use it inappropriately - there maybe some individual examples but not overall (23:00) - schools bad at connecting with their communities in a learning sense (26:00) - talks about chinese online writing community and how they comment, collaborate (34:00) - community (47:30) - communitites aren't formed when people are brought together in schools etc. - need to have a common problem or interest (48:30) - Plant's definition? - in education the problem is because assessment is done individually (49:00) - so forming groups and sharing ideas is not attractive for students - worried about not getti

Single standards are notoriously difficult to overcome or dislodge, even when they become ludicrously inefficient,

The potential for reliably predicting the outcome of any change effort is surely difficult if not even impossible once the number of influences becomes large. Acknowledging the complexity that exists and seeing the potential for growth, creativity and innovation that can exist within an organisation at 'the edge of chaos' are useful strategies as schools face a period of unprecedented change. 

Understanding responses to change is critical and with the predicted future of education increasingly being linked to innovative practices which prepare students for an unknown future change is a central theme

Two quotes by Albert Einstein point to the importance of creating a culture within our schools (and organisations) that encourages experimentation, innovation, tinkering and indeed failure. If we are serious about embracing change, exploring new approaches, maximising the possibilities of new technologies, applying lessons from new research and truly seek to prepare our students for a new work order, we must become organisations that encourage learning from failure

i wonder if anyone actually reads anymore? plenty of evidence in these 100 articles why innovation based on CoPs, edupreneurs, outputs, valuing behaviour change we want to see and student centred GBL pull learning not course inputs, packaged content, event based TPL, 2005 ala 2nd life, push teaching and traditional boring LMS use will see some projects fly and others crash and burn. Also reinforces why fundamentally old thinking will fail if you just put lipstick on the e-pig and call it innovative.

Students are using a dual-boot machine with UbuntuLinux and Windows XP. I love this account of how he got the change going at a Technology magnet school...note the focus is on bringing innovative experiences to students rather than making it easier for District Technology Department staff to do their job, which unfortunately, is what keeps GNU/Linux out of many school districts: The Rudd laptop scheme damaged the use of linux in schools in Aus. Maybe this will help.

A recent post by George Couros (author of The innovators Mindset) posed an interesting question about the role that culture plays in shaping the trajectory of an organisation. The traditional wisdom is that culture trumps all but George points to the role that individuals play in shaping and changing culture itself. Is culture perhaps less resilient than we are led to imagine and is it just a consequence of the individuals with the greatest influence? Or, is something else at play here?

Creativity in designing schools. "When people talk about how hard it is to change our public schools, they're usually referring to curriculum reform or employment contracts. But there's another area where change is difficult: design. When a proposed school building doesn't look exactly like what folks think a school should look like, officials freeze. "

Ray & Coulter (2010) supports this stating that currently, teachers as a collective, do not see the potential for technologies to aid in the development of new knowledge, active engagement and linkage of knowledge to a real-world setting.

Learning environments of the future are in incubation. And therein lies the challenge: Learning environments that don't exist can't be analyzed. Moving into the unknown requires a pioneering spirit. Helen Keller reminds us that is the truth of not only our age, but of all ages: "Security is mostly a superstition. It does not exist in nature, nor do the children of men as a whole experience it. Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure, or nothing."

" What if we changed the time table in the same way. What if student's came to school to learn and not just move from class to class. What if we changed how we use time? Is our current school structures killing learning? "

As Australia's peak professional organisation ACEL is a forward thinking, relevant and responsive agent of change and innovation.  ACEL is a not-for-profit company and a 21st Century learning organisation that is continuously improving its practices to harness national and global opportunities. As the premier provider of resources and experiences for educational leaders, ACEL's membership continues to grow with over 6500 members actively connecting and participating in regular professional learning opportunities.

Perhaps you've attended some high brow conference that produces 10 bullet points on "How to Change Education"- and not much happens. Maybe you work an at institution that restricts you from using a certain technology or forces you to use another. And while the image of a revolutionary edupunk is charming, most of us are not ready to burn down our organizations- we believe in their purpose. Despair not! There is something out there- an approach of creatively side stepping what limits us, to exploiting what we are forced to use in new ways, to sneak innovations in the back window that don't rock the house.

"In the course of the next 10 years, a new generation-Generation C-will emerge. Born after 1990, these "digital natives," just now beginning to attend university and enter the work- force, will transform the world as we know it. Their interests will help drive massive change in how people around the world socialize, work, and live their passions-and in the information and communication technologies they use to do so."

"In the course of the next 10 years, a new generation-Generation C-will emerge. Born after 1990, these "digital natives," just now beginning to attend university and enter the work- force, will transform the world as we know it. Their interests will help drive massive change in how people around the world socialize, work, and live their passions-and in the information and communication technologies they use to do so."

"We are literally pushed into educational systems designed to anticipate our needs over twelve or more years of schooling and our key needs for skills over the rest of our lives. As we successfully complete this push program, we graduate into firms and other institutions that are organized around push approaches to resource mobilization. Detailed demand forecasts, operational plans, and operational process manuals carefully script the actions and specify the resources required to meet anticipated demand."

We Think explores how the web is changing our world, creating a culture in which more people than ever can participate, share and collaborate, ideas and information.

Employers are expressing increasing dissatisfaction with the ability of college graduates to access, evaluate, and communicate information; to use information technology (IT) tools effectively; and to work well within groups across cultural lines. A change of instructional paradigms--from passive to active (authentic) learning strategies, such as project-based learning, problem-based learning, or inquiry-based learning--is clearly needed.