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"earning Un-Limited is a project that gives young learners the tools to freely and responsibly use technology to connect with their learning materials and learning communities anywhere, anytime. During the 2011-2012 school year, a class of 5th graders received Samsung Galaxy Tablets with mobile broadband data to use for learning as well as for their own purposes. These young students not only became savvy Internet and technology users, but shifted their learning from passively waiting for information from their teacher to actively seeking out answers as independent learners."

" was particularly inspired by the lunchtime keynote - Dr John Moravec, who was kind enough to share his presentation with me… He introduced the idea of knowmads. They… Are not restricted to a specific age. Build their personal knowledge through explicit information gathering and tacit experiences, and leverage their personal knowledge to produce new ideas. Are able to apply their ideas and expertise contextually in various social and organizational configurations. Are highly motivated to collaborate, and are natural networkers, navigating new organizations, cultures, and societies. Purposively use new technologies to help them solve problems and transcend geographical limitations. Are open to sharing what they know, and invite the open access to information, knowledge and expertise from others. Develop habits of mind and practice to learn continuously, and can unlearn as quickly as they learn, adopting new ideas and practices as necessary. Thrive in non-hierarchical networks and organizations. Are not afraid of failure."

Environmental degradation, poverty, and conflict - these are just some of the pressing global issues that remain unresolved today despite decades of effort by governments and international organizations. While progress has been seen with respect to certain global challenges (such as maternal mortality and malaria), deterioration has been seen where others (such as climate change and inequality) are concerned. The international system has been largely ineffective in developing long-term solutions to global challenges, paralyzed by self-interested states driven by short-term electoral cycles and the slow, bureaucratic development of treaties and conventions. It is becoming increasingly clear that the work of shaping a better world cannot be left to government bodies alone. As pointed out by former vice president of the World Bank Jean-François Rischard in his book High Noon, we need to develop a new "global citizen mindset" - especially amongst young people, who have inherited these problems and on whose shoulders the weight of the world is heaviest. 

This research employed a longitudinal panel to examine diffusion of information technology (IT) and its spillover from everyday contexts to vacations. Over the course of the research wireless access to Internet became more common and increasingly IT was brought or available on a trip and the decision of tourists to be off or on the Internet while vacationing became more pronounced. Panelists showed evidence of diffusion with IT advancements through learning, equipment ownership, and improving perceived skills, as well as spillover of IT use and behavior into vacation contexts as a continuation of trip planning and information search beyond home or pre-trip planning, where Internet access is available and most common at destinations and travel facilities

"Kids' Informal Learning with Digital Media: An Ethnographic Investigation of Innovative Knowledge Cultures" is a three-year collaborative project funded by the John D. and Catherine T. MacArthur Foundation. Carried out by researchers at the University of Southern California and University of California, Berkeley, the digital youth project explores how kids use digital media in their everyday lives. Read more

"The aim of Inquire is to provide students with the world's first intelligent textbook, says its creator David Gunning of Seattle-based Vulcan. At first glance, the system just looks like an electronic version of Campbell Biology, the tome that forms the bedrock of biology classes for first-year university and advanced high school students in the US. But behind the scenes is a machine-readable concept map of the 5000 or so ideas covered in the book, along with information on how they are all related. When a student asks a question - "what does a protein do?", for instance - the system first converts it into a more structured query, such as "what is the function of a protein?", and then uses this to search and find results from the concept map."

Mission drives agencies, and the need to deliver better services to customers at a lower cost-whether an agency is supporting the warfighter overseas, a teacher seeking classroom resources or a family figuring out how to pay for college-is pushing every level of government to look for new solutions. Today's amazing mix of cloud computing, ever-smarter mobile devices, and collaboration tools is changing the consumer landscape1 and bleeding into government as both an opportunity and a challenge. New expectations require the Federal Government to be ready to deliver and receive digital information2 and services3 anytime, anywhere and on any device. It must do so safely, securely, and with fewer resources. To build for the future, the Federal Government needs a Digital Strategy that embraces the opportunity to innovate more with less, and enables entrepreneurs to better leverage government data to improve the quality of services to the American people. Early mobile adopters in government-like the early web adopters-are beginning to experiment in pursuit of innovation. Some have created products that leverage the unique capabilities of mobile devices. Others have launched programs and strategies and brought personal devices into the workplace. Absent coordination, however, the work is being done in isolated, programmatic silos within agencies. Building for the future requires us to think beyond programmatic lines. To keep up with the pace of change in technology, we need to securely architect our systems for interoperability and openness from conception. We need to have common standards and more rapidly share the lessons learned by early adopters. We need to produce better content and data, and present it through multiple channels in a program and device-agnostic4 way. We need to adopt a coordinated approach to ensure privacy and security in a digital age. These imperatives are not new, but many of the solutions are. We can use modern tools and

IT departments in healthcare companies face a number of challenges these days. Increasing outpatient  volumes, competitive pressures, and new government regulations are just some of the factors that bring  constant change to this fast-paced industry, forcing company leaders to re-evaluate their business and  operating models on a regular basis. Yet one thing must remain constant - healthcare companies must  ensure that patient care is always at the highest level of quality possible. These changes in turn put pressure  on healthcare IT departments, which need to be sure that their systems are complaint and secure in order  to protect sensitive information, but that these systems don't interfere with healthcare workers' abilities to  do their job. Striking that balance of systems that are secure enough to meet regulations yet flexible and easy  enough to use so that healthcare workers make use of them requires the right mix of technology and policies. In this eGuide, Computerworld and sister publication CSO examine some of the most pressing issues facing  healthcare IT today. Read on to learn what factors are driving change, and how healthcare IT leaders should  go about dealing with these forces. 

We have had some big successes with digital medicine. In my field about six years ago, device companies started putting antennas into implanted devices. We now analyze data from those devices in more than 200,000 patients. We've collected information on 20 million device downloads, recorded 150,000 life-saving interventions, and collected millions of pieces of valuable additional data. The numbers were clear. Here is what we've learned: If you open up this implanted device to the network, people live longer. We live longer and healthier lives when our health is continuously monitored by a device and exceptions to normal health are reported by the device to our caregivers. The technology exists and is often very inexpensive. It keeps people out of hospitals; saving money and lives. We've proven that. So why aren't we doing more monitoring? It's not a regulatory problem or a lack-of-vision problem in the medical and technology companies; it's that there's too much perceived risk in changing the medical structure.

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