Best camera for vlogging 2019: 10 perfect choices tested — from techradar.com by Matthew Richards
Here are our top 10 vlogging camera picks
From DSC:
Also, with a different kind of camera in mind…and with a shout out to Mr. Charles Mickens (CIO / Associate Dean of Innovation and Technology at the WMU-Cooley Law School) see the amazing Light L16 Camera:
A Little Bit of Light from light on Vimeo.
The AR Cloud will infuse meaning into every object in the real world — from venturebeat.com by Amir Bozorgzadeh
Excerpt:
Indeed, if you haven’t yet heard of the “AR Cloud”, it’s time to take serious notice. The term was coined by Ori Inbar, an AR entrepreneur and investor who founded AWE. It is, in his words, “a persistent 3D digital copy of the real world to enable sharing of AR experiences across multiple users and devices.”
Augmented reality invades the conference room — from zdnet.com by Ross Rubin
Spatial extends the core functionality of video and screen sharing apps to a new frontier.
The 5 most innovative augmented reality products of 2018 — from next.reality.news by Adario Strange
Augmented, virtual reality major opens at Shenandoah U. next fall — from edscoop.com by by Betsy Foresman
Excerpt:
“It’s not about how virtual reality functions. It’s about, ‘How does history function in virtual reality? How does biology function in virtual reality? How does psychology function with these new tools?’” he said.
The school hopes to prepare student for careers in a field with a market size projected to grow to $209.2 billion by 2022, according to Statista. Still at its advent, Whelan compared VR technology to the introduction of the personal computer.
VR is leading us into the next generation of sports media — from venturebeat.com by Mateusz Przepiorkowski
Accredited surgery instruction now available in VR — from zdnet.com by Greg Nichols
The medical establishment has embraced VR training as a cost-effective, immersive alternative to classroom time.
Toyota is using Microsoft’s HoloLens to build cars faster — from cnn.comby Rachel Metz
From DSC:
But even in that posting the message is mixed…some pros…some cons. Some things going well for XR-related techs…but for other things, things are not going very well.
Is the Current Generation of VR Already Dead? — from medium.com by Andreas Goeldi
Excerpt:
Four years later, things are starting to look decidedly bleak. Yes, there are about 5 million Gear VR units and 3 million Sony Playstation VR headsets in market, plus probably a few hundred thousand higher-end Oculus and HTC Vive systems. Yes, VR is still being demonstrated at countless conferences and events, and big corporations that want to seem innovative love to invest in a VR app or two. Yes, Facebook just cracked an important low-end price point with its $200 Oculus Go headset, theoretically making VR affordable for mainstream consumers. Plus, there’s even more hype about Augmented Reality, which in a way could be a gateway drug to VR.
But it’s hard to ignore a growing feeling that VR is not developing as the industry hoped it would. So is that it again, we’ve seen this movie before, let’s all wrap it up and wait for the next wave of VR to come along about five years from now?
There are a few signs that are really worrying…
From DSC:
My take is that it’s too early to tell. We need to give things more time.
EdTechs and Instructional Designers—What’s the Difference? — from er.educause.edu by Pat Reid
Excerpt:
Both edtechs and instructional designers (IDs) work with computer systems and programs, yet their actual duties differ from traditional IT tasks. The resulting confusion over what edtechs and IDs do—and how the two roles differ—is rampant, not least in the sector that needs them most: higher education.
Can online learning help higher ed reverse its tuition spiral? — from edsurge.com by Robert Ubell (Columnist)
Excerpt:
Classic economic theory predicts that when demand falls, so do prices. But when it comes to the price of college in the past few decades, it’s been just the other way around.
As data from the National Student Clearinghouse Center shows, tuition has escalated even as enrollments fell.
The dispiriting result is that half of all low-income high school graduates, cowed by sticker shock, don’t even bother to fill-out applications to go to college. A report by the American Council on Education concludes: “The rapid price increases in recent years, especially in the public college sector, may have led many students—particularly low-income students—to think that college is out of reach financially.”
Still, colleges that have devoted imagination and commitment show that even with the financial stranglehold in which most schools are locked, the spiral can actually be arrested.
College leaders need to recognize that prices have shot up too far. In the next budget cycle, as they face their treacherous spreadsheets—and before they add yet another percentage point to next year’s tuition—they must act to roll back the perilous climb.
LinkedIn Learning Opens Its Platform (Slightly) — from edsurge by Jeff Young
Excerpt (emphasis DSC):
A few years ago, in a move toward professional learning, LinkedIn bought Lynda.com for $1.5 billion, adding the well-known library of video-based courses to its professional social network. Today LinkedIn officials announced that they plan to open up their platform to let in educational videos from other providers as well—but with a catch or two.
The plan, announced Friday, is to let companies or colleges who already subscribe to LinkedIn Learning add content from a select group of other providers. The company or college will still have to subscribe to those other services separately, so it’s essentially an integration—but it does mark a change in approach.
For LinkedIn, the goal is to become the front door for employees as they look for micro-courses for professional development.
LinkedIn also announced another service for its LinkedIn Learning platform called Q&A, which will give subscribers the ability to pose a question they have about the video lessons they’re taking. The question will first be sent to bots, but if that doesn’t yield an answer the query will be sent on to other learners, and in some cases the instructor who created the videos.
Also see:
LinkedIn becomes a serious open learning experience platform — from clomedia.com by Josh Bersin
LinkedIn is becoming a dominant learning solution with some pretty interesting competitive advantages, according to one learning analyst.
Excerpt:
LinkedIn has become quite a juggernaut in the corporate learning market. Last time I checked the company had more than 17 million users, 14,000 corporate customers, more than 3,000 courses and was growing at high double-digit rates. And all this in only about two years.
And the company just threw down the gauntlet; it’s now announcing it has completely opened up its learning platform to external content partners. This is the company’s formal announcement that LinkedIn Learning is not just an amazing array of content, it is a corporate learning platform. The company wants to become a single place for all organizational learning content.
LinkedIn now offers skills-based learning recommendations to any user through its machine learning algorithms.
Is there demand for staying relevant? For learning new skills? For reinventing oneself?
From DSC:
So…look out higher ed and traditional forms of accreditation — your window of opportunity may be starting to close. Alternatives to traditional higher ed continue to appear on the scene and gain momentum. LinkedIn — and/or similar organizations in the future — along with blockchain and big data backed efforts may gain traction in the future and start taking away some major market share. If employers get solid performance from their employees who have gone this route…higher ed better look out.
Microsoft/LinkedIn/Lynda.com are nicely positioned to be a major player who can offer society a next generation learning platform at an incredible price — offering up-to-date, microlearning along with new forms of credentialing. It’s what I’ve been calling the Amazon.com of higher ed (previously the Walmart of Education) for ~10 years. It will take place in a strategy/platform similar to this one.
Also, this is what a guerilla on the back looks like:
Also see:
From DSC:
I have often reflected on differentiation or what some call personalized learning and/or customized learning. How does a busy teacher, instructor, professor, or trainer achieve this, realistically?
It’s very difficult and time-consuming to do for sure. But it also requires a team of specialists to achieve such a holy grail of learning — as one person can’t know it all. That is, one educator doesn’t have the necessary time, skills, or knowledge to address so many different learning needs and levels!
Educators and trainers have so many things on their plates that it’s very difficult to come up with _X_ lesson plans/agendas/personalized approaches, etc. On the other side of the table, how do students from a vast array of backgrounds and cognitive skill levels get the main points of a chapter or piece of text? How can they self-select the level of difficulty and/or start at a “basics” level and work one’s way up to harder/more detailed levels if they can cognitively handle that level of detail/complexity? Conversely, how do I as a learner get the boiled down version of a piece of text?
Well… just as with the flipped classroom approach, I’d like to suggest that we flip things a bit and enlist teams of specialists at the publishers to fulfill this need. Move things to the content creation end — not so much at the delivery end of things. Publishers’ teams could play a significant, hugely helpful role in providing customized learning to learners.
Some of the ways that this could happen:
Use an HTML like language when writing a textbook, such as:
<MainPoint> The text for the main point here. </MainPoint>
<SubPoint1>The text for the subpoint 1 here.</SubPoint1>
<DetailsSubPoint1>More detailed information for subpoint 1 here.</DetailsSubPoint1>
<SubPoint2>The text for the subpoint 2 here.</SubPoint2>
<DetailsSubPoint2>More detailed information for subpoint 2 here.</DetailsSubPoint2>
<SubPoint3>The text for the subpoint 3 here.</SubPoint3>
<DetailsSubPoint3>More detailed information for subpoint 3 here.</DetailsSubPoint1>
<SummaryOfMainPoints>A list of the main points that a learner should walk away with.</SummaryOfMainPoints>
<BasicsOfMainPoints>Here is a listing of the main points, but put in alternative words and more basic ways of expressing those main points. </BasicsOfMainPoints>
<Conclusion> The text for the concluding comments here.</Conclusion>
<BasicsOfMainPoints> could be called <AlternativeExplanations>
Bottom line: This tag would be to put things forth using very straightforward terms.
Another tag would be to address how this topic/chapter is relevant:
<RealWorldApplication>This short paragraph should illustrate real world examples
of this particular topic. Why does this topic matter? How is it relevant?</RealWorldApplication>
On the students’ end, they could use an app that works with such tags to allow a learner to quickly see/review the different layers. That is:
It’s like the layers of a Microsoft HoloLens app of the human anatomy:
Or it’s like different layers of a chapter of a “textbook” — so a learner could quickly collapse/expand the text as needed:
This approach could be helpful at all kinds of learning levels. For example, it could be very helpful for law school students to obtain outlines for cases or for chapters of information. Similarly, it could be helpful for dental or medical school students to get the main points as well as detailed information.
Also, as Artificial Intelligence (AI) grows, the system could check a learner’s cloud-based learner profile to see their reading level or prior knowledge, any IEP’s on file, their learning preferences (audio, video, animations, etc.), etc. to further provide a personalized/customized learning experience.
To recap:
Inside Amazon’s artificial intelligence flywheel — from wired.com by Steven Levy
How deep learning came to power Alexa, Amazon Web Services, and nearly every other division of the company.
Excerpt (emphasis DSC):
Amazon loves to use the word flywheel to describe how various parts of its massive business work as a single perpetual motion machine. It now has a powerful AI flywheel, where machine-learning innovations in one part of the company fuel the efforts of other teams, who in turn can build products or offer services to affect other groups, or even the company at large. Offering its machine-learning platforms to outsiders as a paid service makes the effort itself profitable—and in certain cases scoops up yet more data to level up the technology even more.
It took a lot of six-pagers to transform Amazon from a deep-learning wannabe into a formidable power. The results of this transformation can be seen throughout the company—including in a recommendations system that now runs on a totally new machine-learning infrastructure. Amazon is smarter in suggesting what you should read next, what items you should add to your shopping list, and what movie you might want to watch tonight. And this year Thirumalai started a new job, heading Amazon search, where he intends to use deep learning in every aspect of the service.
“If you asked me seven or eight years ago how big a force Amazon was in AI, I would have said, ‘They aren’t,’” says Pedro Domingos, a top computer science professor at the University of Washington. “But they have really come on aggressively. Now they are becoming a force.”
Maybe the force.
From DSC:
When will we begin to see more mainstream recommendation engines for learning-based materials? With the demand for people to reinvent themselves, such a next generation learning platform can’t come soon enough!
![The Living [Class] Room -- by Daniel Christian -- July 2012 -- a second device used in conjunction with a Smart/Connected TV](http://danielschristian.com/learning-ecosystems/wp-content/uploads/2012/07/The-Living-Class-Room-Daniel-S-Christian-July-2012.jpg)
We’re about to embark on a period in American history where career reinvention will be critical, perhaps more so than it’s ever been before. In the next decade, as many as 50 million American workers—a third of the total—will need to change careers, according to McKinsey Global Institute. Automation, in the form of AI (artificial intelligence) and RPA (robotic process automation), is the primary driver. McKinsey observes: “There are few precedents in which societies have successfully retrained such large numbers of people.”
Also relevant/see:
Online education’s expansion continues in higher ed with a focus on tech skills — from educationdive.com by James Paterson
Dive Brief:
In the 2030 and beyond world, employers will no longer be a separate entity from the education establishment. Pressures from both the supply and demand side are so large that employers and learners will end up, by default, co-designing new learning experiences, where all learning counts.
OBJECTIVES FOR CONVENINGS
Three key questions guided the discussions:
This report summarizes the experts’ views on what skills will likely be needed to navigate the work + learn ecosystem over the next 10–15 years—and their suggested steps for better serving the nation’s future needs.
In a new world of work, driven especially by AI, institutionally-sanctioned curricula could give way to AI-personalized learning. This would drastically change the nature of existing social contracts between employers and employees, teachers and students, and governments and citizens. Traditional social contracts would need to be renegotiated or revamped entirely. In the process, institutional assessment and evaluation could well shift from top-down to new bottom-up tools and processes for developing capacities, valuing skills, and managing performance through new kinds of reputation or accomplishment scores.
…
In October 2017, Chris Wanstrath, CEO of Github, the foremost code-sharing and social networking resource for programmers today, made a bold statement: “The future of coding is no coding at all.” He believes that the writing of code will be automated in the near future, leaving humans to focus on “higher-level strategy and design of software.” Many of the experts at the convenings agreed. Even creating the AI systems of tomorrow, they asserted, will likely require less human coding than is needed today, with graphic interfaces turning AI programming into a drag-and-drop operation.
Digital fluency does not mean knowing coding languages. Experts at both convenings contended that effectively “befriending the machine” will be less about teaching people to code and more about being able to empathize with AIs and machines, understanding how they “see the world” and “think” and “make decisions.” Machines will create languages to talk to one another.
…
Here’s a list of many skills the experts do not expect to see much of—if at all—in the future:
Here’s a list of the most essential skills needed for the future:
The rise of machine intelligence is just one of the many powerful social, technological, economic, environmental, and political forces that are rapidly and disruptively changing the way everyone will work and learn in the future. Because this largely tech-driven force is so interconnected with other drivers of change, it is nearly impossible to understand the impact of intelligent agents on how we will work and learn without also imagining the ways in which these new tools will reshape how we live.
The above was from Jane’s posting 10 Trends for Digital Learning in 2018 — from modernworkplacelearning.com by Jane Hart
Excerpt:
[On 9/24/18], I released the Top Tools for Learning 2018 , which I compiled from the results of the 12th Annual Digital Learning Tools Survey.
I have also categorised the tools into 30 different areas, and produced 3 sub-lists that provide some context to how the tools are being used:
3 – Web courses are increasing in popularity.
Although Coursera is still the most popular web course platform, there are, in fact, now 12 web course platforms on the list. New additions this year include Udacity and Highbrow (the latter provides daily micro-lessons). It is clear that people like these platforms because they can chose what they want to study as well as how they want to study, ie. they can dip in and out if they want to and no-one is going to tell them off – which is unlike most corporate online courses which have a prescribed path through them and their use is heavily monitored.
5 – Learning at work is becoming personal and continuous.
The most significant feature of the list this year is the huge leap up the list that Degreed has made – up 86 places to 47th place – the biggest increase by any tool this year. Degreed is a lifelong learning platform and provides the opportunity for individuals to own their expertise and development through a continuous learning approach. And, interestingly, Degreed appears both on the PPL100 (at 30) and WPL100 (at 52). This suggests that some organisations are beginning to see the importance of personal, continuous learning at work. Indeed, another platform that underpins this, has also moved up the list significantly this year, too. Anders Pink is a smart curation platform available for both individuals and teams which delivers daily curated resources on specified topics. Non-traditional learning platforms are therefore coming to the forefront, as the next point further shows.
From DSC:
Perhaps some foreshadowing of the presence of a powerful, online-based, next generation learning platform…?
Coursera’s CEO on the Evolving Meaning of ‘MOOC’ — from by Dian Schaffhauser
When you can bring huge numbers of students together with lots of well-branded universities and global enterprises seeking a highly skilled workforce, could those linkages be strong enough to forge a new future for massive open online courses?
Excerpts:
Campus Technology: Coursera used to be a MOOC operator, but now it’s a tech company, an LMS company, a virtual bootcamp and more. So how are you describing Coursera these days?
Maggioncalda: As a learning platform. We like to say to our universities, “Coursera is a platform for your global campus.”
You have [traditional universities] teaching with some of the world’s best professors, with some of the most cutting-edge research, to a population of people who have sat right here in front of you, on a small parcel of land, and who pay a lot of money to do that. It’s been very high quality that’s been available to the very few.
What we’re interested in doing is taking that quality of education and making it available to a vast group of people. When you think about our business model, I like to think about it as an ecosystem of learners, educators and employers. What we do is we link them together. We have 34 million learners from around the world. Our biggest country represented is the United States, followed by India, followed by China, followed by Mexico, followed by Brazil. A lot of the emerging markets and the learners there are coming to Coursera to learn and prosper.
…
[Editor’s note: Coursera currently hosts 10 online degree programs. And most recently, in July 2018, the University of Pennsylvania announced that it was launching its first fully online master’s degree, delivered through Coursera and priced at about a third of the cost of its on-campus equivalent.]…
…
CT: Let’s talk about the University of Pennsylvania deal. Do you think that’s going to put some competitive pressure on the other Tier 1 schools to jump into the fray?
Maggioncalda: This is a very well-regarded program. The University of Pennsylvania is a very well-regarded university. I think it’s causing a lot of people to re-evaluate what they were imagining their future might look like: Maybe learners really do want to have access that’s more convenient and lower cost and they don’t have to quit their jobs to take. And maybe there is literally a world of learners who can’t come to campus, in India and Europe and Latin America and Russia and Asia Pacific and China.
As a learning platform. We like to say to our universities, “Coursera is a platform for your global campus.”
Jeff Maggioncalda, Coursera CEO
In two years we’ve had over 1,400 companies hire Coursera to deliver university courses at work to their employees.
Now we’re starting to link the 34 million learners out there to the employers who are looking for people who have certain skills, saying, “Look, if you’re on Coursera learning about this thing, there might be companies who want to hire people that know the thing that you just learned.”
Jeff Maggioncalda, Coursera CEO
