From DSC:
In this video, I look at how the pace of change has changed and I also provide some examples that back up this assertion. I end with a series of relevant questions, especially for those of us working within higher education.

What are we doing to get ready for the massive change that’s heading our way?

 

 

Updating Education for the Evolving Job Market: Learning at the Pace of Life and Work — from huffingtonpost.com by Sophie Wade

Excerpt (emphasis DSC):

A technology-stimulated, connected, and accelerated marketplace is generating different roles and additional skills requirements for us as workers. The traditional model of completing our lifelong education needs before we enter the workforce is now obsolete. On-the-job experience must now be supplemented as business and technological requirements evolve significantly and rapidly. Compelling new multilevel learning options are emerging to cater to the new necessity of updating important knowledge and capabilities at work. Many new offerings are online and modular in order to be accessible and flexible, giving labor force participants greater opportunity to remain relevant and competitive.

Since the beginning of the Industrial Era, evolution typically occurred from generation to generation. New developments were adopted by incoming cohorts, adding to and then replacing well-established workers’ existing practices of which could be phased out gradually. However, the exponential pace that is characteristic of the Fourth Industrial Revolution is requiring modifications to be absorbed and adapted within a generation accompanied by frequent incremental updates and revisions. Innovative learning models and modules that target incoming and existing working populations are being built out to respond to business-related requirements as new fields, disciplines, and roles appear and are established.

I talked to Anant Agarwal, CEO and Founder of edX, and Professor of Electrical Engineering and Computer Science at MIT about the situation for new workforce entrants and the future education of workers. He spoke of what he called “MOOC 2.0” as the next phase of evolution of this high-profile MOOC (Massively Open Online Course) platform and the strategic rationale and content of edX’s new MicroMasters program offerings.

 

 

As a member of the International Education Committee, at edX we are extremely aware of the changing nature of work and jobs. It is predicted that 50 percent of current jobs will disappear by 2030.

Anant Agarwal, CEO and Founder of edX, and
Professor of Electrical Engineering and Computer Science at MIT

 

From DSC:
We are moving towards providing up-to-date, relevant “streams of content” (which will in many cases represent unbundled content/courses). Mark my words, that’s the future that we’re heading for — and the future that we’ll need to successfully adapt to the new, exponential pace of change. Organizations offering such streams will be providing a valuable service in terms identifying, presenting, curating the most relevant, up-to-date content.

 

 

 

 

 

 

 

 

 

 

MIT Pilots Digital Diplomas Based on Bitcoin’s Blockchain — from campustechnology.com by Joshua Bolkan

Excerpt:

The Massachusetts Institute of Technology has begun offering some students the option to receive digital diplomas through an app, in addition to a traditional paper degree.

Based on Bitcoin’s blockchain technology and integrated with the school’s identity provider, the new diplomas are the result of a partnership between MIT and Learning Machine, a local software company. The electronic credentials were rolled out over the summer and offered to 111 students as part of a pilot program.

 

 

Also see:

 

 

 

 

Udacity adds a new ‘Intro to Self-Driving Cars’ Nanodegree — from techcrunch.com by Darrell Etherington

Excerpt:

You likely won’t be surprised when I tell you that building a self-driving car is difficult and complex. Udacity has tried to help address that difficulty with flexible, online education for self-driving engineers through its Self-Driving Cars Nanodegree program, and now it’s expanding its offerings with a new Intro to Self-Driving Cars Nanodegree being introduced at TechCrunch Disrupt SF 2017 that’s designed to help funnel more talent into the intermediate-level course, and from there into the workforce, where demand is incredibly strong and growing.

Udacity’s Nanodegrees are designed from the start to help democratize education in areas of tech where there’s a strong appetite from the employer side, and not nearly enough talent to go around. But what the company found with its self-driving material was that it was actually quite advanced compared to the skill level of interested students, so it set out to create a kind of fundamentals introductory program to help make sure more could enter the main course with a better foundation.

Also new to this program, and again in the spirit of increasing access to education for these very high demand skills, Udacity is teaming up with Lyft, which will be providing 400 full scholarships (covering the total $800 value) for the Intro program. Applications for those open today, too.

 

 

 

Under the Hood: Learning Design Behind Georgia Tech’s Degrees at Scale — from evolllution.com by Shabana Figueroa and Yakut Gazi

Excerpt:

Rolling out the MM program in May and the degree program in August meant design coordination and creation of eight new online courses in less than a year. We needed a new approach that employed strategies for efficiency and effectiveness.

The Learning Design Team
GTPE’s learning design team partners with faculty members to develop their online courses from start to end, providing the heavy lifting for course production. A director of learning design oversees both the instructional design and production aspects of the course production across the entire program. This cross-functional team approach eliminates the silos created by independent instructional design and studio production teams, which in turn, minimizes hand-off points, decreases friction among teams, allows for long-term thinking that leads to smarter course design and development decisions, provides fluidity of talent and roles within the team, and fuels productivity.

…the paradigm shift to a learner-focused, team-based approach to course production and delivery, and collaboration of campus partners and groups…

 

 

From DSC:
Note the use of a team-based approach here. I think that the team-based approach will be the most beneficial to the world at large. Those teams will be able to deliver a high-quality learning experience, with high production values and carefully planned/crafted instructional designs. 

 



Also see:

Learning How to Learn: Anatomy of a good MOOC — from linkedin.com by Bill Ferster

Excerpts:

Barbara Oakley’s MOOC, Learning How to Learn [2] is the exception to this trend. It is well-produced, informative, and fully embraces the new medium. With over 2 million registered students and completion rates of over 20% [3], (the average MOOC completion rate is 5%), Learning How to Learn is clearly resonating with its audience.

The question is why is it so popular? Intrigued, I enrolled the short MOOC to understand why it was so popular, and what lessons it might have for other MOOC authors to make their offerings more effective their “filmed plays.”

Oakley has clearly bucked the overall MOOC trend and has made good use of the inexpensive technologies with well-lit scenes that are clearly edited and make use of the green screen overlay technologies found in her Adobe Premiere video editor. She used a large teleprompter to ensure a fluid delivery of her message and high-quality audio.

Learning to Learn is effective because Oakley put a significant amount of effort making it effective. Good content, coupled with high production values, and sound pedagogy take time to produce and clearly pays off in the final product.

 



 

 

Future Forward: The Next Twenty Years of Higher Education — from Blackboard with a variety of contributors

Excerpts:

As you read their reflections you’ll find several themes emerge over and over:

  • Our current system is unsustainable and ill-suited for a globally connected world that is constantly changing.
  • Colleges and universities will have to change their current business model to continue to thrive, boost revenue and drive enrollment.
  • The “sage on the stage” and the “doc in the box” aren’t sustainable; new technologies will allow faculty to shift their focus on the application of learning rather than the acquisition of knowledge.
  • Data and the ability to transform that data into action will be the new lifeblood of the institution.
  • Finally, the heart and soul of any institution are its people. Adopting new technologies is only a small piece of the puzzle; institutions must also work with faculty and staff to change institutional culture.

Some quotes are listed below.

 

“What’s more, next-generation digital learning environments must bridge the divide between the faculty-directed instructivist model our colleges and universities have always favored and the learner-centric constructivist paradigm their students have come to expect and the economy now demands.”

It will be at least 10 years before systems such as this become the standard rather than the exception. Yet to achieve this timeline, we will have to begin fostering a very different campus culture that embraces technology for its experiential value rather than its transactional expediency, while viewing education as a lifelong pursuit rather than a degree-driven activity.

Susan Aldridge

 

 

 

Q: What are the biggest challenges facing higher education right now?

A: I think it is a difficult time for decisionmakers to know how to move boldly forward. It’s almost funny, nobody’s doing five-year strategic plans anymore. We used to do ten-year plans, but now it’s “What’s our guiding set of principles and then let’s sort of generally go towards that.” I think it’s really hard to move an entire institution, to know how to keep it sustainable and serving your core student population. Trying to figure out how to keep moving forward is not as simple as it used to be when you hired faculty and they showed up in the classroom. It’s time for a whole new leadership model. I’m not sure what that is, but we have to start reimagining our organizations and our institutions and even our leadership.

Marie Cini

 

 

 

One of the things that is frustrating to me is the argument that online learning is just another modality. Online learning is much more than that. It’s arguably the most transformative development since the G.I. Bill and, before that, the establishment of land-grant universities. 

I don’t think we should underestimate the profound impact online education has had and will continue to have on higher education. It’s not just another modality; it’s an entirely new industry.

Robert Hansen

 

 

From DSC:
And I would add (to Robert’s quote above) that not since the printing press was invented close to 500 years ago have we seen such an enormously powerful invention as the Internet. To bypass the Internet and the online-based learning opportunities that it can deliver is to move into a risky, potentially dangerous future. If your institution is doing that, your institution’s days could be numbered. As we move into the future — where numerous societies throughout the globe will be full of artificial intelligence, big data, robotics, algorithms, business’ digital transformations, and more — your institutions’ credibility could easily be at stake in a new, increasingly impactful way. Parents and students will want to know that there’s a solid ROI for them. They will want to know that a particular college or university has the foundational/core competencies and skills to prepare the learner for the future that the learner will encounter.

 

 

 

Q: What are the biggest challenges facing higher education right now?

A: I think the biggest challenge is the stubborn refusal of institutions to acknowledge that the 20th century university paradigm no longer works, or at least it doesn’t work anymore for the majority of our institutions. I’m not speaking on behalf of our members, but I think it’s fair to say that institutions are still almost entirely faculty-centered and not market-driven. Faculty, like so many university leaders today who come from faculty ranks, are so often ill-equipped to compete in the Wild West that we’re seeing today, and it’s not their fault. They’re trained to be biologists and historians and philosophers and musicians and English professors, and in the past there was very little need to be entrepreneurial. What’s required of university leadership now looks very much like what’s required in the fastpaced world of private industry.

If you are tuition dependent and you haven’t figured out how to serve the adult market yet, you’re in trouble.

Robert Hansen

 

 

 

It’s not just enough to put something online for autodidacts who already have the time, energy, and prior skills to be able to learn on their own. You really need to figure out how to embed all the supports that a student will need to be successful, and I don’t know if we’ve cracked that yet.

Amy Laitinen

 

 

 

The other company is Amazon. Their recent purchase of Whole Foods really surprised everybody. Now you have a massive digital retailer that has made billions staying in the online world going backwards into brick-and-mortar. I think if you look at what you can do on Amazon now, who’s to say in three years or five years, you won’t say, “You know what, I want to take this class. I want to purchase it through Amazon,” and it’s done through Amazon with their own LMS? Who’s to say they’re not already working on it?

Justin Louder

 

 

 

 

We are focused on four at Laureate. Probably in an increasing order of excitement to me are game-based learning (or gamification), adaptive learning, augmented and virtual reality, and cognitive tutoring.

Darrell Luzzo

 

 

 

 

I would wave my hand and have people lose their fear of change and recognize that you can innovate and do new things and still stay true to the core mission and values. My hope is that we harness our collective energy to help our students succeed and become fully engaged citizens.

Felice Nudelman

 

 

 

 

 

Report: Student loan debt reaches $1.4 trillion — from campustechnology.com by Joshua Bolkan

Excerpt:

Student loan debt in the United States has grown 149 percent over the last decade to reach $1.4 trillion, according to a new report from Experian. Over the same period, the average student loan debt per person went up 62 percent.

Held by 13.4 percent of Americans, student loan debt is the fastest growing debt segment and the largest non-household debt. But, counter-intuitively, fewer people make late payments on this type of debt than on other loans. In fact, the percentage of late payments on student debt has decreased 10.1 percent since 2009.

Other key findings of the report include…

 



From DSC:
The thing that makes this soooo difficult is that faculty members, staff, and members of administrations often don’t see this crushing development. It’s invisible to many of them! The growing, heavy gorillas on the backs of our graduates aren’t seen on campus. Students graduate and move on. But the realities and implications of those debts can be felt for decades!

Several major events in our graduates lives are likely to be increasingly postponed, such as:

  • Starting a family
  • Purchasing a new home
  • Investing in — or saving for — their retirement

The current models and methods of higher education must change! Prices MUST come down. If the traditional institutions of higher education don’t change, don’t be surprised when the alternatives keep picking up steam and eventually — and majorly — disrupt higher education.

This is a social justice issue for me.



 

 

 

 

From DSC:
According to the article below, bootcamps appear to be filling several (perceived and/or real) gaps. Quoting from the article:

Why are students enrolling in coding bootcamps? One reason may be the adaptability of these accelerated computer science programs, where students are taught web and mobile development skills that align with industry demands. Programs are offered in-person or online, providing students with flexible learning options. The payoff is decent too: At a typical coding bootcamp, Course Report estimates average tuition is $11,400 for about 14 weeks of instruction, from which the majority students complete on-time and find relevant jobs.

Cost.

Time.

Responsiveness to industry demands.

Greater flexibility.

These are some of the things for traditional institutions of higher education to grapple with, and I would argue the sooner, the better — before this trend finds its legs and gains even more traction/momentum.

For example, in your own mind/thinking…how long do you think it will take bootcamps to begin offering programs that help learners develop content for augmented reality (AR), virtual reality (VR), and mixed reality (MR) — as compared to programs coming out of institutions of traditional higher education?

Whatever your answers are in regards to the reasons for that time difference are likely the exact sort of things institutions need to be working on. For me, at least one of the answers has to do with our current accreditation systems. Other reasons come to my mind as well, but I don’t have time to go there right now.

 


Study: 1 Coding Bootcamp Graduate for Every 3.5 University Grads — from campustechnology.com by Sri Ravipati

Excerpt:

The five-year coding bootcamp industry estimated at $266 million is rapidly expanding, according to a new market study from Course Report.

The study counted 94 full-time coding bootcamps across the United States and Canada (with programs in 74 U.S. cities). Compared to 2012, there will be 10 times as many graduates this year — or roughly one coding bootcamp graduate for every 3.5 graduates from a traditional university or college. Course Report estimates that 22,814 developers will graduate from coding bootcamps this year — an increase from 15,048 graduates last year.

 

 

 

 

Purdue U to train 10,000 IT workers for Infosys — from campustechnology.com by Sri Ravipati

Excerpt:

Purdue University on Thursday signed a five-year agreement with Infosys, an IT outsourcing firm based in India, to provide classes and training to approximately 10,000 American employees.

“The partnership will combine Infosys’ aspiration to grow and train its workforce in the United States with Purdue’s desire to increase educational and real-world opportunities for its students within the rapidly evolving technology industry,” according to a university statement. Notably, out of the 10,000 employees that Infosys plans to hire, approximately 2,000 will be based in Indiana, where the company is opening its first tech and innovation hub in the U.S.

 

 

Nonprofit bootcamps want to make coding accessible to low-income learners — from edsurge.com by Sydney Johnson

Excerpt:

She’s designing the program for folks who wouldn’t typically make it in the coding school she graduated from. “We only find our students through [coding] workshops we put on with other community organizations,” she says. “I didn’t want to do an open application because I feel like it would be the same people who already have connections and privilege.”

The program, which launched earlier this year, doesn’t require any background in tech from its applicants. It’s longer than most for-profit coding programs—six months, rather than the three or four common in the industry. Also unlike most bootcamp providers, Glauser is creating a business model where companies sponsor a student (to the tune of around $15,000), which covers both instructor costs and living stipends for students. Advocates also receive diversity training for their companies, and provide a mentor to the students in the program. Around the fifth month of the program, Glauser says the plan will be for mentors to get to know the students and recruit at least one for their company.

 

 

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