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Sally Dooley

Personal Learning Network - 0 views

www.shambles.net/...pln

PLN

shared by Sally Dooley on 17 Apr 10 - Cached
  • Sally Dooley on 17 Apr 10
     
    Personal Learning Network
  • Sally Dooley on 17 Apr 10
     
    Could be used with teacher to develop personal learning networks during PLC
beth gourley

"Social Media is Here to Stay... Now What?" - 0 views

www.danah.org/...MSRTechFest2009.html

social_media web2.0 networking

shared by beth gourley on 21 Mar 09 - Cached
  • Social media is the latest buzzword
  • Web2.0 means different things to different people
  • Web2.0 was about the perpetual beta
  • ...49 more annotations...
  • For users, Web2.0 was all about reorganizing web-based practices around Friends
  • typically labeled social networkING sites were never really about networking for most users. They were about socializing inside of pre-existing networks.
  • ACT ONE : NETWORK EFFECTS
  • Friendster was designed as to be an online dating site.
  • MySpace aimed to attract all of those being ejected from Friendster
  • Facebook had launched as a Harvard-only site before expanding to other elite institutions
  • And only in 2006, did they open to all.
  • in the 2006-2007 school year, a split amongst American teens occurred
  • college-bound kids from wealthier or upwardly mobile backgrounds flocked to Facebook
  • urban or less economically privileged backgrounds rejected the transition and opted to stay with MySpace
  • At this stage, over 35% of American adults have a profile on a social network site
  • the single most important factor in determining whether or not a person will adopt one of these sites is whether or not it is the place where their friends hangout.
  • do you know anything about the cluster dynamics of the users
  • all fine and well if everyone can get access to the same platform, but when that's not the case, new problems emerge.
  • ACT TWO : YOUTH VS. ADULTS
  • showcases the ways in which some tools are used differently by different groups.
  • For American teenagers, social network sites became a social hangout space, not unlike the malls
  • Adults, far more than teens, are using Facebook for its intended purpose as a social utility. For example, it is a tool for communicating with the past.
  • dynamic more visible than in the recent "25 Things" phenomena.
  • Adults are crafting them to show-off to people from the past and connect the dots between different audiences as a way of coping with the awkwardness of collapsed contexts.
  • Twitter is all the rage, but are kids using it? For the most part, no.
  • many are leveraging Twitter to be part of a broad dialogue
  • We design social media for an intended audience but aren't always prepared for network effects or the different use cases that emerge when people decide to repurpose their technology.
  • The key lesson from the rise of social media for you is that a great deal of software is best built as a coordinated dance between you and the users.
  • you are probably even aware of how inaccurate the public portrait of risk is
  • ACT THREE : RESHAPING PUBLICS
  • I want to discuss five properties of social media and three dynamics. These are the crux of what makes the phenomena we're seeing so different from unmediated phenomena.
  • 1. Persistence.
  • The bits-wise nature of social media means that a great deal of content produced through social media is persistent by default.
  • You can copy and paste a conversation from one medium to another, adding to the persistent nature of it
  • 2. Replicability.
  • much easier to alter what's been said than to confirm that it's an accurate portrayal of the original conversation.
  • 3. Searchability.
  • Search changes the landscape, making information available at our fingertips
  • 4. Scalability.
  • Conversations that were intended for just a friend or two might spiral out of control and scale to the entire school
  • 5. (de)locatability.
  • This paradox means that we are simultaneously more and less connected to physical space.
  • Those five properties are intertwined, but their implications have to do with the ways in which they alter social dynamics.
  • 1. Invisible Audiences.
  • lurkers who are present at the moment
  • visitors who access our content at a later date or in a different environment
  • having to present ourselves and communicate without fully understanding the potential or actual audience
  • 2. Collapsed Contexts
  • Social media brings all of these contexts crashing into one another and it's often difficult to figure out what's appropriate, let alone what can be understood.
  • 3. Blurring of Public and Private
  • As we are already starting to see, this creates all new questions about context and privacy, about our relationship to space and to the people around us.
  • One of the key challenges is learning how to adapt to an environment in which these properties and dynamics play a key role. This is a systems problem.
  • Social media is not new. M
  • beth gourley on 21 Mar 09
     
    Important summary of how social media works for youth and adults, and how five properties and three dynamics have a systematic affect that we all must deal with.
  • beth gourley on 21 Mar 09
     
    Diigo in education
Susan Harrington

Your Personal Learning Network - 1 views

plnteach.global2.vic.edu.au

pln network personal learning professional development

shared by Susan Harrington on 11 Jul 11 - No Cached
  • Susan Harrington on 11 Jul 11
     
    Personal Learning Network
crowleyl

School library strategic plans | Brad Tyrrell - 0 views

www.tyrrell.net.au/...librarystratplans

strategicplanning

shared by crowleyl on 08 Sep 18 - No Cached
  • without a strategic plan for a department, you cannot implement new initiatives successfully, nor can you plan changes or institute changes in thinking. Without a strategic plan, movement forward will always feel forced, slow and lacks critical conversations that must take place with all members of staff in order to have team “buy in”. In the formation of the strategic plan, it is the one time that all staff have input and can “own” the direction of the department as a whole.
  • As a library we are a strategic arm of the school, even if we are not mentioned directly, and if we are not mentioned directly, then that’s our fault for not doing enough to be important to the school plan.
  • Library strategic plan based on the goals of the school strategic plan
  • ...15 more annotations...
  • If you have a Library strategic plan that you wrote with your staff, but never talk to other departments about then how do you expect them to have “buy in”?
  • sent it to other Libraries or your personal learning network (PLN), then how do you know what you are missing that is critical Library functions?
  • no corresponding operational plan then you have not thought about how you are going to archive your goals in the strategic plan
  • if you do not review the plan with all your staff and see how far you have moved, then its just a bit of paper that makes you feel better and is not an item that you have action as a team.
  • ask everyone to write one goal based on the overarching goals setout in the School Strategic Plan. These are big picture statements.
  • highlight the main goals of the school strategic plan
  • 1. Tell your team that you are going to need them to review and read the school strategic plan.
  • Each individual sent these through to the Head of Library who combined and sent these to everyone removing who wrote what.
  • this was the main opportunity for all staff to have a chance to contribute to the strategic plan and the direction of the library for the next three years.
  • As the Head of Library I undertook the role of reading each goal and combining some goals together to ensure they incorporated the essence of each team members thinking.
  • From these I started to break out these goals into articulated statements that specifically looked at the library and what this meant day-to-day.
  • the strategic mission statement needs to be written which sums up the overarching goal of the plan
  • Once completed you need to send these goals out to the team for comment and any aspects that need clarification.
  • Once the fundamentals have been articulated in the goals and then corresponding support statement as Head of Library I need to present these back to the Curriculum Leadership group for comment. In addition a meeting with individual departments needs to be conducted to hear what they require from the Library going forward over the next three years.
  • The plan is then reworked and specific items for each department are highlighted in a separate document.
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