organizational change

Announcing “LinkedIn Learning” — a new, data-driven platform for developing skills

On 09/23/2016, in 21st century, 24x7x365 access, adult learning, analytics, career development, cloud-based computing / apps / other cloud-related, competency-based learning/education, corporate / business world, corporate universities / corporate training, data related items, digital learning, education technology, elearning, higher education, innovation, learner profiles, learning, learning ecosystem, lifelong learning, Microsoft, more voice more choice more control, multimedia, online learning, online media, organizational change, pace of change, passions, personalized/customized learning, platforms, reinvent, RSS, staying relevant, workplace, by Daniel Christian

LinkedIn announced several things yesterday (9/22/16). Below are some links to these announcements:

Introducing LinkedIn Learning, a Better Way to Develop Skills and Talent — from learning.linkedin.com

Excerpt (emphasis DSC):

Today, we are thrilled to announce the launch of LinkedIn Learning, an online learning platform enabling individuals and organizations to achieve their objectives and aspirations. Our goal is to help people discover and develop the skills they need through a personalized, data-driven learning experience.

LinkedIn Learning combines the industry-leading content from Lynda.com with LinkedIn’s professional data and network. With more than 450 million member profiles and billions of engagements, we have a unique view of how jobs, industries, organizations and skills evolve over time. From this, we can identify the skills you need and deliver expert-led courses to help you obtain those skills. We’re taking the guesswork out of learning.

The pressure on individuals and organizations to adapt to change has never been greater. The skills that got you to where you are today are not the skills to prepare you for tomorrow. In fact, the shelf-life of skills is less than five years, and many of today’s fastest growing job categories didn’t even exist five years ago.

To tackle these challenges, LinkedIn Learning is built on three core pillars:
…
Data-driven personalization: We get the right course in front of you at the right time. Using the intelligence that comes with our network, LinkedIn Learning creates personalized recommendations, so learners can efficiently discover which courses are most relevant to their goals or job function. Organizations can use LinkedIn insights to customize multi-course Learning Paths to meet their specific needs. We also provide robust analytics and reporting to help you measure learning effectiveness.

LinkedIn’s first big move since the $26.2 billion Microsoft acquisition is basically a ‘school’ for getting a better job — from finance.yahoo.com

Excerpt:

Today, LinkedIn has launched LinkedIn Learning — its first major product launch since the news last June that Microsoft would be snapping up the social network for $26.2 billion in a deal that has yet to close.

LinkedIn Learning takes the online skills training classes the company got in its 2015 acquisition of Lynda.com for $1.5 billion.

The idea, says LinkedIn CEO Jeff Weiner, is to help its 433 million-plus members get the skills they need to stay relevant in a world that’s increasingly reliant on digital skills.

LinkedIn’s New Learning Platform to Recommend Lynda Courses for Professionals — from edsurge.com by Marguerite McNeal

Excerpt:

Companies will also be able to create their own “learning paths”—bundles of courses around a particular topic—to train employees. A chief learning officer, for instance, might compile a package of courses in product management and ask 10 employees to complete the assignments over the course of a few months.
…
LinkedIn is also targeting higher-education institutions with the new offering. It is marketing the solution as a professional development tool that can help faculty learn how to use classroom tools such as Moodle, Adobe Captivate and learning management systems.

“Increasingly predictions of tech displacing workers are coming to fruition,” he added. “The idea that you can study a skill once and have a job for the rest of your life—those days are over.”

LinkedIn Learning for higher education

Accelerating LinkedIn’s Vision Through Innovation — from slideshare.net

LinkedIn adding new training features, news feeds and ‘bots’ — from finance.yahoo.com

Excerpt:

LinkedIn is also adding more personalized features to its news feed, where members can see articles and announcements posted by their professional contacts. A new “Interest Feed” will offer a collection of articles, posts and opinion pieces on major news events or current issues.

If you doubt that we are on an exponential pace of change, you need to check these articles out! [Christian]

On 09/22/2016, in 21st century, Amazon, Apple, Artificial Intelligence/Agents/LLMs/and Related, Asia, Australia, business, Canada, career development, change, changing business models, cloud-based computing / apps / other cloud-related, colleges, community colleges, computer science, convergence, corporate / business world, corporate universities / corporate training, dangers of the status quo, Daniel S. Christian, data related items, disruption, emerging technologies, engineering, entrepreneurship, ethics, Europe, experimentation, faith, future, game-changing environment, generational differences, global / globalization, Google, health, hearts -- matters of the heart, heutagogy, higher education, homeschooling/homeschoolers, human-computer interaction (HCI), IBM, ideas, India, innovation, intelligent systems, intelligent tutoring, interaction design, internet, K-12 related, leadership, learner profiles, learning, learning agents, learning ecosystem, Learning from the Living [Class] Room, legislatures / government / legal, lifelong learning, machine-to-machine communications, marketplaces, Microsoft, mobile technologies, Near Field Communication (NFC), new business models, organizational change, pace of change, platforms, political science, professional development, psychology, reinvent, relationships, religion, research, robotics, society, sociology, staying relevant, strategy, student-related, surviving, the downsides of how people use tech, training / L&D, trends, UK, United States, universities, web-based collaboration, workplace, youth, by Daniel Christian

From DSC:
The articles listed in this PDF document demonstrate the exponential pace of technological change that many nations across the globe are currently experiencing and will likely be experiencing for the foreseeable future. As we are no longer on a linear trajectory, we need to consider what this new trajectory means for how we:

Educate and prepare our youth in K-12
Educate and prepare our young men and women studying within higher education
Restructure/re-envision our corporate training/L&D departments
Equip our freelancers and others to find work
Help people in the workforce remain relevant/marketable/properly skilled
Encourage and better enable lifelong learning
Attempt to keep up w/ this pace of change — legally, ethically, morally, and psychologically

PDF file here

One thought that comes to mind…when we’re moving this fast, we need to be looking upwards and outwards into the horizons — constantly pulse-checking the landscapes. We can’t be looking down or be so buried in our current positions/tasks that we aren’t noticing the changes that are happening around us.

Reflections on “Thinking about the future of work to make better decisions about learning today” [Gorbis]

On 05/04/2016, in 21st century, Artificial Intelligence/Agents/LLMs/and Related, business, career development, change, changing business models, colleges, community colleges, corporate / business world, corporate universities / corporate training, Daniel S. Christian, disruption, emerging technologies, future, future of higher education, game-changing environment, higher education, human-computer interaction (HCI), IBM, immersion, intelligent systems, learning, learning agents, learning ecosystem, lifelong learning, machine-to-machine communications, maker movement, organizational change, pace of change, professional development, reinvent, society, staying relevant, surviving, technology (general), trends, universities, workplace, by Daniel Christian

Thinking about the future of work to make better decisions about learning today — from er.edcause.edu by Marina Gorbis
By looking at historical patterns and identifying signals of change around us today, we can better prepare for the transformations occurring in both work and learning.

Excerpt:

Instead of debating whether learning is for learning’s sake or as a means for earning a living, we need to think about the forces and signals of transformation and what they mean for higher education today and tomorrow.

So let’s explore these deeper transformations.¹ From our experience of doing forecasting work for nearly fifty years, we at the IFTF believe that it is usually not one technology or one trend that drives transformative shifts. Rather, a cluster of interrelated technologies, often acting in concert with demographic and cultural changes, is responsible for dramatic changes and disruptions. Technologies coevolve with society and cultural norms—or as Marshall McLuhan is often quoted as having said: “We shape our tools and afterwards our tools shape us.” Nowhere does this apply more critically today than in the world of work and labor. Here, I focus on four clusters of technologies that are particularly important in shaping the changes in the world of work and learning: smart machines; coordination economies; immersive collaboration; and the maker mindset.

From DSC:
I appreciate this article — thanks Marina.

Marina’s article — and the work of The Institute for the Future (IFTF) — illustrates how important is it to examine the current and developing future landscapes — trying to ascertain the trends and potential transformations underway. Such a practice is becoming increasingly relevant and important.

Why?

Because we’re now traveling at exponential rates, not linear rates.

SparksAndHoney-ExpVsLinear2013

We’re zooming down the highway at 180mph — so our gaze needs to be on the horizons — not on the hoods of our cars.

The pace has changed significantly and quickly

Institutions of higher education, boot camps, badging organizations, etc. need to start offering more courses and streams of content regarding futurism — and teaching people how to look up.

Not only is this type of perspective/practice helpful for organizations, but it’s becoming increasingly key for us as individuals.

You don’t want to be the person who gets tapped on the shoulder and is told, “I’m sorry…but your services won’t be necessary here anymore. Please join me in the conference room down the hall.” You then walk down the hall, and as you approach the conference room, you notice that newly placed cardboard is covering the glass — and no one can see into the conference room anymore. You walk in, they shut the door, give you your last pay check and your “pink slip” (so to speak). Then they give you 5 minutes to gather your belongings. A security escort walks you to the front door.

Game over.

Pulse checking a variety of landscapes can contribute
towards keeping your bread and butter on the table.

Also see:

Credentials reform: How technology and the changing needs of the workforce will create the higher education system of the future — from er.educause.edu by Jamie Merisotis
The shift in postsecondary credentialing and the needs of the 21st-century workforce will revolutionize higher education. Colleges and universities have vast potential to be positive agents of this change.
.
New workers, new skills — from er.edcause.edu by Marina Gorbis
What are the most important skills—the work skills and the life skills—that students should acquire from their educational experience, and what is the best way to teach those skills?Excerpt:
We found that the following short list of skills not only continues to be relevant but also is even more important as meta-skills in the changing worlds of work:

Sense-making: the ability to determine the deeper meaning or significance of what is being expressed
Social intelligence: the ability to connect to others in a deep and direct way and to sense and stimulate reactions and desired interactions
Novel and adaptive thinking: a proficiency in coming up with solutions and responses beyond those that are rote or rule-based
Cross-cultural competency: the ability to operate in different cultural settings, not just geographical but also those that require an adaptability to changing circumstances and an ability to sense and respond to new contexts
Computational thinking: the ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning
Media literacy: the ability to critically assess and develop content that uses new media forms and to leverage these media forms for persuasive communication
Transdisciplinarity: a literacy in, and the ability to understand, concepts across multiple disciplines
Design mindset: the ability to represent and develop tasks and work processes for desired outcomes
Cognitive load management: the ability to discern and filter data for importance and to understand how to maximize cognitive functioning using a variety of tools and techniques
Virtual collaboration: the ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team

While we believe that these ten skills continue to be important, two additional skills have emerged from our ethnographic interviews for these new worker categories: networking IQ and hustle.

Train your brain to think about the future — from knowledgeworks.org by Katie King

Thinking about the future is like taking a jog: we can always find something to do instead, but we will be better off later if we take time to do it.

The final report of Massachusetts Institute of Technology’s Online Education Policy Initiative presents findings from discussions among the members of the Institute-wide initiative supported by advice from the advisory group. The report reflects comments and responses received from many sources, including education experts, government education officials, and representatives of university organizations.

Our findings target four areas: interdisciplinary collaboration, online educational technologies, the profession of the learning engineer, and institutional and organizational change. Focused attention in these areas could significantly advance our understanding of the opportunities and challenges in transforming education.

Recommendation 1:
Increase Interdisciplinary Collaboration Across Fields of Research in Higher Education, Using an Integrated Research Agenda

Recommendation 2:
Promote Online as an Important Facilitator in Higher Education

Recommendation 3:
Support the Expanding Profession of the “Learning Engineer”

Recommendation 4:
Foster Institutional and Organizational Change in Higher Education to Implement These Reforms

Also see:
MIT releases online education policy initiative report — from news.mit.edu by Jessica Fujimori, April 1, 2016
New report draws on diverse fields to reflect on digital learning.

Excerpts:

A new MIT report on online education policy draws on diverse fields, from socioeconomics to cognitive science, to analyze the current state of higher education and consider how advances in learning science and online technology might shape its future.
…
Titled “Online Education: A Catalyst for Higher Education Reform,” the report presents four overarching recommendations, stressing the importance of interdisciplinary collaboration, integration between online and traditional learning, a skilled workforce specializing in digital learning design, and high-level institutional and organizational change.
…
“There’s so much going on in online education, and it’s moving so quickly, that it’s important to take time to reflect,” says Eric Klopfer, a key participant in the initiative, who is a professor of education and directs the MIT Scheller Teacher Education Program. “One of the goals of the report is to try to help frame the discussion and to pull together some of the pieces of the conversation that are taking place in different arenas but are not necessarily considered in an integrated way,” Willcox says.

“We believe that there is a new category of professionals emerging from all this,” Sarma says. “We use the term ‘learning engineer,’ but maybe it’s going to be some other term — who knows?”

These “learning engineers” would have expertise in a discipline as well as in learning science and educational technologies, and would integrate knowledge across fields to design and optimize learning experiences.

“It’s important that this cadre of professionals get recognized as a valuable profession and provided with opportunities for advancement,” Willcox says. “Without people like this, we’re not going to make a transformation in education.”

Finally, the report recommends mechanisms to stimulate high-level institutional and organizational change to support the transformation of the industry, such as nurturing change agents and role models, and forming thinking communities to evaluate reform options.

“Policy makers and decision makers at institutions need to be proactive in thinking about this,” says Willcox. “There’s a lot to be learned by looking at industries that have seen this kind of transformation, particularly transformations brought on by digital technologies.”

Start your journey: Lynda.com introduces Learning Paths to help you stay ahead — from linkedin.com

Excerpt:

We all know that the knowledge and skills required to be successful in our jobs today is accelerating. This rate of change challenges all of us to stay ahead in our roles and sets a high bar for those looking to start or change their careers. Today we are introducing more than 50 new learning paths to help you stay ahead in your current job or if you’re looking to make a career pivot.

Learning paths are step-by-step structured courses, supported with quizzes, practice, and learning reminders to encourage you and support you as you make progress towards your goal. These new learning paths include how to become a Web Developer, a Manager, a Bookkeeper, a Project Manager, a Small Business Owner, a Digital Marketer, a Digital Illustrator. Check out the full list here.

Learning paths are also a great way to continue expanding on your existing skill set. If you’re embarking on a new career, you can take advantage of these learning paths to become more knowledgeable about the skills and experience needed to secure your dream job. If you’re a marketing manager who needs to quickly get up to speed on how to leverage social media for your job, you could take the digital marketing learning path to continue grooming and adding new skills.

We know that making the commitment to learn is incredibly tough; sticking with it can be even harder. To ensure your hard work gets noticed, you’ll receive a certification of completion at the end of a learning path that you can share with your professional network on LinkedIn. Whether you’re looking to transform your current career path, jump into a new career, or sharpen your skills in your current job, Lynda.com can be your guide.

These new learning paths will be available starting today in English around the world and we are working towards adding new paths for you to take. We look forward to hearing about your learning path stories.

Also see:

LinkedIn launches Lynda.com ‘Learning Paths’ in push to grow education business — from forbes.com by Kathleen Chaykowski

Excerpt:

On Thursday, the Mountain View, Calif.-based company launched more than 50 Lynda.com “Learning Paths,” a package of ordered courses intended to prepare users for a specific role or to update users’ skills for their current job. Some of the new “Learning Paths” include how to become a digital marketer, photographer, digital illustrator, small business owner, project manager, bookkeeper or web developer.

“Whether you’re looking to transform your current career path, jump into a new career, or sharpen your skills in your current job, Lynda.com can be your guide,” Arthur Nicholls, a senior product manager at LinkedIn said. ”We all know that the knowledge and skills required to be successful in our jobs today is accelerating. This rate of change challenges all of us to stay ahead in our roles and sets a high bar for those looking to start or change their careers.”

Fuller profiles on candidates’ skills and qualifications will also advance LinkedIn’s efforts in building an economic graph, a digital map of the skills, economic needs, jobs, companies and people around the world.

Example slides from their
SlideShare presentation:

and from the PDF:

accenture: Technology Vision 2016 | People First: The Remedy to Digital Culture Shock — from accenture.com

Excerpt:

Winners in the digital age do much more than complete a technology checklist. They know their success hinges on people. Understanding changing customer needs and behaviors is, of course, hugely important. But the real deciding factor in the digital era will be the ability to evolve corporate culture. That means not simply taking advantage of emerging technologies but, critically, embracing the new business strategies that those technologies drive.

You can’t solve this challenge just by consuming more and more technology. Nor, as some fear, by replacing humans with machines. Instead, enterprises must focus on enabling people – consumers, employees and ecosystem partners – to do more with technology. That demands a digital corporate culture enabling people to continuously adapt, learn, create new solutions, drive relentless change, and disrupt the status quo. In an age where tech is grabbing the limelight, true leaders will, in fact, put people first.

But the real deciding factor in the era of intelligence will be a company’s ability to evolve its corporate culture to not only take advantage of emerging technologies, but also, critically, embrace the new business strategies that those technologies drive.

From DSC:
Are we preparing our students to be ready for — and successful in — this changing workplace? Are adults ready for this changing workplace? It appears that some are, and some are left reeling by the pace of change.

What is our role as educators in K-12? In higher ed?

What are the roles of trainers and/or mentors in the marketplace?

How does one help another person to learn quickly?

——–

Addendum:

The Most Digital Companies Are Leaving All the Rest Behind — from Harvard Business Review by James Manyika, Gary Pinkus, and Sree Ramaswamy
Excerpt:
The answer is that a new digital divide has opened up in America. Just about every individual, company and sector of the economy now has access to digital technologies — there are hardly any “have nots” anymore. But a widening gap exists between the “haves” and a group we call the “have-mores”: companies and sectors that are using their digital capabilities far more than the rest to innovate and transform how they operate.

PBS’ School Sleuth: The Case of the Wired Classroom <-- A well done, creative, objective, solid discussion of technology in the classroom

On 01/16/2016, in 21st century, active learning, Apple, blended learning, Bring your own device (BYOD), change, collaboration, creativity, digital audio, digital learning, digital storytelling, digital textbooks, digital video, education, education reform, education technology, elearning, game-changing environment, generational differences, Google, hybrid learning, internet, K-12 related, learning, learning ecosystem, learning hubs & pods & microschooling, learning theories, media/film, Microsoft, multimedia, online learning, organizational change, parents/guardians, pedagogy, personalized/customized learning, research, student teaching/teacher education, student-related, tablets, teachers, teaching & learning, teaching online, technology (general), the downsides of how people use tech, tools, trends, United States, web-based collaboration, youth, by Daniel Christian

From DSC:
If you can clear up just short of an hour of your time, this piece from PBS entitled, “School Sleuth: The Case of the Wired Classroom” is very well done and worth your time. It’s creative and objective; it offers us some solid research, some stories, and some examples of the positives and negatives of technology in the classroom. It weaves different modes of learning into the discussion — including blended learning, online learning, personalized learning and more. Though it aired back in October of 2015, I just found out about it.

Check it out if you can!

Also see:

Schools push personalized learning to new heights — from edweek.org
Excerpt:
For most schools, reaching the next level of digitally driven, personalized learning is far from reality. Still, some schools are extending their digital reach in significant and sometimes groundbreaking ways, as the stories in this special report illustrate. They are making moves to integrate a variety of technologies to track how students learn and to use the resulting data to expand the use of hands-on, project-based learning. The goal is to build never-ending feedback loops that ultimately inform the development of curriculum and assessment. Plus, big data and analytics are gradually making their marks in K-12 education. This special report outlines the progress schools are making to use digital tools to personalize learning, but also raises the question: Are they reaching far enough?
.
A Pedagogical Model for the use of iPads for Learning — from higheru.org

The Messy Human Core of Reinventing Higher Education Institutions [LeBlanc]

On 09/16/2015, in 21st century, change, colleges, community colleges, higher education, leadership, organizational change, reinvent, staying relevant, strategy, surviving, universities, by Daniel Christian

The Messy Human Core of Reinventing Higher Education Institutions — from educause.edu by Paul LeBlanc

Excerpts:

Discussions of business model reengineering and innovation in higher education tend to focus on program design, technology, data, and marketing challenges and on delivery, organizational, revenue, and outsourcing models—along with the myriad other moving parts of the modern organization. Even though traditionalists and romantics would rather not think about these questions, which they view as a neoliberal “corporatization” of the academy, getting the organizational questions wrong can imperil the academic mission for which all colleges and universities exist—especially in these turbulent times for higher education. Still, for those of us who are thinking hard about innovation and new business models, two critical components are too often missing from our discussions: people and culture.

…

But here’s the thing: the very best organizational models are doomed to failure if staff talent is not good and if the culture is poor, whereas high performers and the right culture can produce amazing results even with a poor organizational model.

White House: Innovation in Higher Education — from elearnspace.org by George Siemens

Excerpt from George’s posting (emphasis DSC):

A few weeks ago, I received an invitation to the White House. The invitation was somewhat cryptic, but basically stated that the focus on the meeting was on quality and innovation.
…
2. Higher education generally has no clue about what’s brewing in the marketplace as a whole. The change pressures that exist now are not ones that the existing higher education model can ignore. The trends – competency-based learning, unbundling, startups & capital inflow, new pedagogical models, technology, etc – will change higher education dramatically.

3. No one knows what HE is becoming. Forget the think tanks and the consultants and the keynote speakers. No one knows how these trends will track or what the university will look like in the future. This unknowability stems from HE being a complex systems with many interacting elements. We can’t yet see how these will connect and inter-relate going forward. The best strategy in a time of uncertainty is not to seek or force the way forward, but to enter a cycle of experimentation. The Cynefin Framework provides the best guidance that I’ve seen on how to function in our current context.
…
7. Expect a future of far greater corporate involvement in HE. VC funds are flowing aggressively and these funders are also targeting policy change at local, state, and national levels. We aren’t used to this level of lobbying and faculty is unprepared to respond to this. Expect it. Your next faculty meeting will involve a new student success system, a personalized learning system, an analytics system, a new integrated bootcamp model, new competency software, new cloud-based computing systems, and so on. Expect it. It’s coming.

8. Expect M & A activities in higher education. I fully anticipate some combination of partnering with companies like General Assembly, creation of in-house bootcamps, or outright acquisitions by innovative universities.

Higher Education is moving from a 4 year relationship to students to a 40 year relationship.

From DSC:

[First of all, if you read this George, thanks for sharing your experiences, reflections, and recommendations from your recent trip to the White House. I/we appreciate it.]

I can’t agree with — and emphasize — George’s second point (above) strongly enough. Too often, I think we have our heads and eyes pointed downward, busy in our work; we fail to look up and see what’s happening all around us. We neglect to see the trends that are occurring and that will likely have an impact on us. If we were doing this, as we should be doing, several of our priorities would instantly change and there would be a much stronger sense of urgency in identifying some new directions/strategic initiatives/experiments within institutions of traditional higher education.

I don’t see our institutions competing with our typical/normal peer groups of the past. More and more, I think that we are competing with the new models, startups, and alternatives to traditional higher education. Yes, traditional institutions of higher education can respond and change — some have been doing so already. But how many of our institutions within the overall learning ecosystems are not experimenting? How many of our institutions have their heads buried in the sand, waiting for the good old days to return? Those days are not going to return. They’re gone. That ride is over. We need to wake up and adapt before the alternatives gain momentum (perhaps even borrowing some strategies from the alternatives, hmm?).

This is why I’m big on experimentation and the implementation of TrimTab Groups within higher education.

Finally, you may not like the word “disruption” and you may think it’s overused. But I don’t think we’ve seen anything yet.

As George warns in his posting, there are dramatic changes to higher education coming down the pike. George is not one to hype things up — he is a level-headed deep thinker. I’d suggest that we listen to what he’s saying to us via his experiences and reflections from participating in his recent meetings/conversations held at the White House.

RealEstate-HigherEd-DanielSChristian11-1-13

TheTrimtabInHigherEducation-DanielChristian

Reflections on “The 3 instructional shifts that will redefine the college professor” [Craig]

On 08/05/2015, in 21st century, active learning, adjunct faculty, cloud-based computing / apps / other cloud-related, colleges, community colleges, Daniel S. Christian, education technology, educational games / serious games, elearning, faculty, flipping -- inverted learning, higher education, ideas, instructional design, IT in HE, learning ecosystem, mobile learning, mobile technologies, new business models, new media literacies, online learning, online media, organizational change, platforms, programming, simulations, teaching & learning, trends, universities, usability, user experience (UX), user interface design, using teams, by Daniel Christian

The 3 instructional shifts that will redefine the college professor — from edsurge.com by Ryan Craig

Excerpts:

As faculty at colleges and universities are all too aware, it’s hard to do two jobs at the same time. Since the advent of the modern research university over a century ago, faculty have effectively held down two jobs: conducting (and publishing) research and teaching students.

Arguments for the dual-role professor seem logical. Knowledge production should make one a better instructor. Students should benefit from teachers producing the latest knowledge. But there’s precious little data to support that adding the research job to the instruction job improves student outcomes.

The downside is that both jobs require significant expertise and commitment to do well.
…
There is an emerging consensus as to what works best for onground instruction. It’s called the Dynamic Classroom, and it looks like this:

Flip classroom so “transfer of information” occurs ahead of class
Incorporate technology in the classroom (handheld clickers or smartphone apps) to quickly ascertain whether students have understood key concepts
Integrate active learning techniques to improve understanding of key concepts, including peer learning, group problem solving, project-based learning and experiential learning via studios and workshops
Include “perspective transformation” exercises wherein students change their frames of reference by critically reflecting on their assumptions

From DSC:
First of all, I second the idea of splitting up the responsibilities of researching and teaching. Both roles are full-time jobs and require different skillsets. With students paying ever higher tuition bills, students deserve to take their courses from professors who know how to teach (not an easy job by the way!).

But the unbundling doesn’t — and shouldn’t — stop with the splitting up of the teaching and research roles.

Let’s look at another of the instructional shifts that Ryan considers — and that is the move towards the use of smartphones and apps:

In this environment, we can imagine one app for Economics 101 and another for Psychology 110. They are also the ideal platform for simulations and gamified learning and can tailor the user experience further by incorporating real-world inputs (e.g., location of the student) into the material. But, like the dynamic classroom, apps require an unparalleled level of development and instructional expertise—a full-time job for faculty who will be teaching online.

I think there’s some serious potential with this approach, especially given the trend towards more mobile computing and the affordances that come with using mobile technologies.

However, when we start delivering teaching and learning experiences that involve the digital/virtual realm like this, we’re instantly catapulted into a world that requires additional skills. As such, I highly doubt that the majority of faculty members have the time, interests, passions, or the abilities/gifts to code such apps. They would have to simultaneously be (or become) a programmer/developer, an instructional designer, a graphic designer, a copyright expert, an expert in accessibility, instantly knowledgeable in user interface and user experience design, as well as continue to serve as the Subject Matter Expert (SME) — and I could list other roles as well. That is why we need TEAMS of specialists. If the trends towards moving more of our teaching and learning experiences online and/or into such digital realms continue, then our current models simply won’t cut it anymore, at least in the majority of cases.

I appreciate Ryan’s article and second the main idea of splitting up the teaching and researching responsibilities. But again, when we’re talking developing apps, we had better be talking employing the use of teams — or the students will likely not be better off.

—–

A related quote from “In Sign of the Times for Teaching, More Colleges Set Up Video-Recording Studios” — from The Chronicle

At some colleges, media teams sit down with professors ahead of time and lay out long-term strategies to determine how video may enhance the learning experience of students in their courses.
…

The media team offers instructors a number of planning worksheets to encourage them to think more about the purpose of videos in their courses.

—–

10 C-Suite jobs of the future [Lindzon]

On 07/14/2015, in 21st century, business, change, corporate / business world, data related items, organizational change, UK, user experience (UX), workplace, by Daniel Christian

10 C-Suite jobs of the future — from fastcompany.com by Jared Lindzon; with thanks to Norma Owen for posting this on her Future Workforce newsletter
Step aside, chief innovation officers, and make way for chief automation officers and chief freelance relationship officers.

Excerpts:

With questions about the future of middle management, many believe that corporations will soon beef up their core leadership teams, allowing them to keep foundational business knowledge close to the top while delegating the increasingly complex attributes of the modern organization to in-house, executive-level experts.

These changes are expected to bring a slew of new positions into the C-suite…
…
With many considering a significant expansion of the C-suite imminent, here are a few new titles that we may see added in the near future:

Chief Ecosystem Officer
Chief User Experience Officer
Chief Automation Officer
Chief Freelance Relationship Officer
Chief Intellectual Property Officer
Chief Data Officer
Chief Privacy Officer
Chief Compliance Officer
…and others

From DSC:
The article below relates well to this graphic from sparks & honey.

NOTE:
Higher education is included in this discussion. If we think that we’re not included — and the other forces continue that are putting the heat in higher ed’s kitchen — it’s highly likely that other forms and channels of learning will fill the voids and gaps in what people are looking for and are willing to pay for.

ExponentialNotLinearSparksNHoney-Spring2013

How the new economy is changing the workplace, part II — from workdesign.com by Bob Fox; also see part I and part III

Excerpts:

Change is a constant, but when the speed of change increases it becomes a much different animal. Incremental business improvements are much easier to manage, and are a necessary part of all businesses. We tend to think linearly, so disruptive change is the real risk. The challenge with disruptive change is that it is often unpredictable and it generally conflicts with the core competency of a business. What’s more, it can come from other industries.
…
While disruptive change and innovation are likely the cause, it’s the inability of most businesses to deal with or react to those challenges over time that’s the death knell. We think tomorrow will be just like today, and we don’t have the workspaces to effectively share, question, and iterate ideas and leverage innovation to sustain our organizations through tough challenges.

There is a widespread human tendency, with which we are all of us familiar, that can be simply expressed as the “kink” in the curve where the past meets the future. The exponential line of human technological progress, long driven by information and for the past generation by the power of the chip, is kinked. It is kinked, inevitably, at the present. — Nigel Cameron

If I had told you 15 years ago that in the future you would have a device that you could carry in your pocket where you can get your mail, make a video call, carry thousands of your favorite songs, take pictures and videos and share them, check the stock market in real time, get the latest headlines immediately, get directions instantly to wherever you wanted to go, make a dinner or hotel reservation, invite your friends and that all of it would be essentially free, you would have thought I was some kind of nut. But look at us now.

From DSC:
For institutions of higher education, we need to be able to experiment…to fail…to succeed….to iterate until we find out what’s working and what’s not working. We need more innovative cultures. We need more Trimtab Groups.

For K-12 and higher education, we need to teach our kids how to run their own businesses…as it’s highly likely they will be a part of the contingent workforce at some point(s) in their lifetimes.

TheTrimtabInHigherEducation-DanielChristian

Also related/see:

The Digital Vortex, where disruption is constant and innovation rules — from blogs.cisco.com by Joseph Bradley
Excerpt (emphasis DSC):
Given the breakneck pace of technology change, business leaders can be forgiven for feeling as if they are living in a vortex. That’s because, in many ways, they are.In a real vortex, rotational forces draw everything to the center, where objects collide and combine in unpredictable ways. To me, that sounds like business as usual in the Internet of Everything (IoE) era.The Digital Vortex is the inevitable movement of industries toward a “digital center” in which business models, offerings, and value chains are digitized to the maximum extent possible. The result is “components” that can be readily combined to create new disruptions that blur the lines between industries.

The results help to clarify digital disruption and how business leaders view it. Here are some key findings:

Disruption Looms… Four of today’s top 10 incumbents (in terms of market share) in each industry will be displaced by digital disruption in the next five years. The threat extends not only to displacement of big companies, but also to the very existence of entire industries.
…As Executives “Wait and See.” Digital disruption has not received board-level attention in about 45 percent of companies (on average across industries). Moreover, 43 percent of companies either do not acknowledge the risk of digital disruption, or have not addressed it sufficiently. Nearly a third are taking a “wait and see” approach. Only 25 percent describe their response to digital disruption as proactive.
In the Digital Vortex, No Safe Haven. The industry that will experience the most digital disruption between now and 2020 is technology products and services. Pharmaceuticals, meanwhile, is likely to experience the least amount of digital disruption. However, all industries will see competitive upheavals as innovations become increasingly exponential.
Disrupt, or Be Disrupted. Based on their ranking and placement within the Digital Vortex, firms can evaluate the speed at which their industry will experience disruption. They then can choose to “disrupt themselves” or potentially be displaced by a new business model.

Preparing for the Digital University: A review of the history & current state of distance, blended, & online learning [Siemens, Gasevic, Dawson]

On 04/30/2015, in 21st century, adjunct faculty, Australia, blended learning, Canada, change, distance education, education technology, faculty, future of higher education, game-changing environment, higher education, history, hybrid learning, innovation, leadership, learning, learning ecosystem, MOOCs -- Massive Open Online Courses, online learning, organizational change, pace of change, pedagogy, research, social learning / networks, strategy, student-related, teaching & learning, teaching online, technology (general), trends, UK, United States, user experience (UX), vision/possibilities, by Daniel Christian

Excerpt:

It is our intent that these reports will serve to introduce academics, administrators, and students to the rich history of technology in education with a particular emphasis of the importance of the human factors: social interaction, well-designed learning experiences, participatory pedagogy, supportive teaching presence, and effective techniques for using technology to support learning.

The world is digitizing and higher education is not immune to this transition. The trend is well underway and seems to be accelerating as top universities create departments and senior leadership positions to explore processes of innovation within the academy. It is our somewhat axiomatic assessment that in order to understand how we should design and develop learning for the future, we need to first take a look at what we already know. Any scientific enterprise that runs forward on only new technology, ignoring the landscape of existing knowledge, will be sub-optimal and likely fail. To build a strong future of digital learning in the academy, we must first take stock of what we know and what has been well researched.

During the process of completing this report, it became clear to us that a society or academic organization is required to facilitate the advancement and adoption of digital learning research. Important areas in need of exploration include faculty development, organizational change, innovative practices and new institutional models, effectiveness of teaching and learning activities, the student experience, increasing success for all students, and state and provincial policies, strategies, and funding models. To address this need, we invite interested academics, administrators, government and industry to contact us to discuss the formation of an organization to advocate for a collaborative and research informed approach to digital learning.

February 2015
George Siemens
Dragan Gasevic
Shane Dawson

Bias: Why Higher Education is Mired in Inaction [Dumestre]

On 01/13/2015, in 21st century, business side of he, change, changing business models, colleges, faculty, higher education, leadership, new business models, organizational change, psychology, strategy, universities, vision/possibilities, by Daniel Christian

Bias: Why Higher Education is Mired in Inaction — from insidetrack.com by Marcel Dumestre

This contribution can be accessed from insidetrack.com’s Leadership Series, but the actual PDF is here.

Excerpts:

He identifies four biases that short-circuit this process, which he terms as generalized empirical method. All of these biases are not only at play in our individual lives, they also can determine how well organizations operate, even universities.

The first bias is dramatic bias—a flight from the drama of everyday living, an inability or unwillingness to pay attention to experience.

The second bias is individual bias—egoism. Making intelligent decisions requires moving beyond the worldview created by oneself for oneself.

The third bias is group bias. This predisposition is particularly rampant in organizational life.

The fourth bias is general bias—the bias of common sense. This bias views common sense uncritically.

…
The deleterious effect of bias explains why very smart people don’t understand what seems obvious in hindsight. The disappearance of entire industries gives testimony to the destructive power of institutional blindness.
…
There is no magic formula, no uniform model to follow. Universities must do the hard work of analyzing the needs of whom they serve and recreate themselves as viable, exciting institutions suited for a new age.

The universities left standing decades from now will have gone through this enlightening, but painful, process and look in hindsight at the insight they achieved.

Addendum on 1/13/15:

Using Design Thinking in Higher Education — from educause.com by Holly E. Morris and Greg Warman

Predictions for 2015: Redesigning the organization for a rapidly changing world [Bersin]

On 01/12/2015, in 21st century, business, change, corporate / business world, corporate universities / corporate training, learning ecosystem, organizational change, training / L&D, by Daniel Christian

Predictions for 2015: Redesigning the organization for a rapidly changing world — from by Josh Bersin
This year our Predictions for 2015 has some hard-hitting new ideas to consider – in this article I will give you some highlights, and you can download the report here.

Excerpts:
As we look at 2015, we see five fundamental shifts which dramatically impact corporate talent, leadership, and HR strategies.

1. Technology has removed the barrier between work and life.

2. Employee engagement, culture, and leadership are lifeline issues.
…ultimately employee engagement is all a business has.

3. Learning, capabilities, and skills are the currency of success.
and once you attract these people you must give them a compelling learning environment to stay current, as technology advances at an accelerating rate. L&D organizations and strategies have not kept up, and we are in an era where corporate learning is going through as much change is we witnessed in the early 2000s when e-learning hit the scene.

4. HR as a function is at a crossroads and must reinvent itself.

5. Data is now integral to all decisions HR must make.

Learning Ecosystems

New from MIT: “Online Education: A Catalyst for Higher Education Reforms”

The Messy Human Core of Reinventing Higher Education Institutions [LeBlanc]

Reflections on George Siemens’ posting: “White House: Innovation in Higher Education”

Reflections on “The 3 instructional shifts that will redefine the college professor” [Craig]

How do we deal w/ an exponential pace of change (vs. a normal linear curve/steady pace)?

Bias: Why Higher Education is Mired in Inaction [Dumestre]

Predictions for 2015: Redesigning the organization for a rapidly changing world [Bersin]

Categories

Tags