Blockchain: Is it Good for Education? — from virtuallyinspired.org

Excerpt:

What is Blockchain?

Blockchain is a public ledger type database made up of records called blocks that are linked together like a chain.  It is a shared unchallengeable ledger for recording the history of transactions. Here, the ledger records the history of academic accomplishments. An education ledger (blockchain) could store academic information such as degrees, diplomas, tests etc. It could be kind of digital transcript.

A Few Potential Applications of Blockchain

  • Learning Credentials Repository – A blockchain database of credentials and achievements can be a secure online repository. Digitized records/blocks replace paper copies for sharing proof of learning and can be easily accessible and tracked. Blockchain can make it easy to access all of your academic accomplishments in a digitized and ultra-secure way. Each record is a block. Your records would be chained together and new credentials will be added as you go throughout your lifetime of learning.
  • Lifelong Learning Building Blocks – Informal learning activities could be captured, validated and stored in addition to formal learning accomplishments. This can be as simple as noting a watched video or completed online lesson. We’re already seeing some universities using blockchain with badges, credits, and qualifications.
  • Authenticating Credentials – Institutions, recruiting firms or employers can easily access and verify credentials. No more gathering of papers or trying to digitize to share. Blocks are digital “learning” records and come in multilingual format eliminating the painstaking task of translation.

What’s more, with diploma mills and fake credentials causing havoc for institutions and employers, blockchain solves the issue by providing protection from fraud. It has two-step authentication and spreads blocks across numerous computer nodes. It would take hitting over 51% of computers to falsify a block.

Sony and IBM have partnered and filed patents to develop a blockchain educational platform that can house student data, their performance reports and other information related to their academic records. Some universities have created their own platforms.

 

 

Also see:

Blockchain in Education — from by Alexander Grech and Anthony F. Camilleri

Context
Blockchain technology is forecast to disrupt any field of activity that is founded on timestamped record-keeping of titles of ownership. Within education, activities likely to be disrupted by blockchain technology include the award of qualifications, licensing and accreditation, management of student records, intellectual property management and payments.

Key Advantages of Blockchain Technology
From a social perspective, blockchain technology offers significant possibilities beyond those currently available. In particular, moving records to the blockchain can allow for:

  • Self-sovereignty, i.e. for users to identify themselves while at the same time maintaining control over the storage and management of their personal data;
  • Trust, i.e. for a technical infrastructure that gives people enough confidence in its operations to carry through with transactions such as payments or the issue of certificates;
  • Transparency & Provenance, i.e. for users to conduct transactions in knowledge that each party has the capacity to enter into that transaction;
  • Immutability, i.e. for records to be written and stored permanently, without thepossibility of modification;
  • Disintermediation, i.e. the removal of the need for a central controlling authority to manage transactions or keep records;
  • Collaboration, i.e. the ability of parties to transact directly with each other without the need for mediating third parties.

 

 

Sony wants to digitize education records using the blockchain

 

 

 

 

AT&T’s $1 billion gambit: Retraining nearly half its workforce for jobs of the future — from cnbc.com by Susan Caminiti

Excerpts (emphasis DSC):

  • AT&T initiated a massive retraining effort after discovering that nearly half of its 250,000 employees lacked the necessary skills needed to keep the company competitive.
  • Ninety percent of maturing companies expect digital disruption, but only 44 percent are adequately preparing for it.
  • Despite the federal government’s investment in job-retraining efforts, most are deemed ineffective.

 

The discovery presented AT&T with two daunting options, explains Bill Blase, senior executive vice president of human resources. “We could go out and try to hire all these software and engineering people and probably pay through the nose to get them, but even that wouldn’t have been adequate,” he explains. “Or we could try to reskill our existing workforce so they could be competent in the technology and the skills required to run the business going forward.”

 

In a world where technology advances are measured in months, not years, companies selling everything from computers and cellphones to cereal and sneakers are trying desperately to adapt. A recent research report by the Society for Human Resource Management states that nearly 40 percent of hiring managers cite lack of technical skills among the reasons why they can’t fill job openings.

And the message isn’t lost on workers, either. A 2016 Pew Research Center survey shows that more than half of the adults in the workforce today realize that it will be essential for them to get training and develop new skills throughout their career in order to keep up with changes in the workplace.

In fact, according to Willis Towers Watson, 90 percent of maturing companies expect digital disruption, but only 44 percent are adequately preparing for it — and getting the right people to get the work done remains a challenge for most.


AT&T’s massive global retraining program — the company prefers to call it “reskilling” — is perhaps corporate America’s boldest response to this war for talent. Known inside the company as Future Ready, the initiative is a $1 billion web-based, multiyear effort that includes online courses; collaborations with Coursera, Udacity and leading universities; and a career center that allows employees to identify and train for the kinds of jobs the company needs today and down the road. An online portal called Career Intelligence lets workers see what jobs are available, the skills required for each, the potential salary range and whether that particular area is projected to grow or shrink in the years ahead. In short, it gives them a roadmap to get from where they are today to where the company needs them to be in the future.

 

 

From DSC:
This article is encouraging in at least a couple of ways to me:

  • A large company is choosing to retrain its employees, helping them to learn and grow — to reinvent themselves and to stay relevant
  • A large company is recognizing the exponential pace of change that we’re now on. The question is, are we ready for it?

 

 

 

2018 Workplace Learning Report — from learning.linkedin.com

Excerpts:

The path to opportunity is changing
The short shelf life of skills and a tightening labor market are giving rise to a multitude of skill gaps. Businesses are fighting to stay ahead of the curve, trying to hold onto their best talent and struggling to fill key positions. Individuals are conscious of staying relevant in the age of automation.

Enter the talent development function.
These organizational leaders create learning opportunities to enable employee growth and achievement. They have the ability to guide their organizations to success in tomorrow’s labor market, but they can’t do it alone.

Our research answers the talent developer’s most pressing questions:
* How are savvy talent development leaders adapting to the pace of change in today’s dynamic world of work?
* Why do employees demand learning and development resources, but don’t make the time to learn?
* How do executives think about learning and development?
* Are managers the missing link to successful learning programs?

 

From DSC:
Even though this piece is a bit of a sales pitch for Lynda.com — a great service I might add — it’s still worth checking out. I say this because it brings up a very real trend that I’m trying to bring more awareness to — i.e., the pace of change has changed. Our society is not ready for this new, exponential pace of change. Technologies are impacting jobs and how we do our jobs, and will likely do so for the next several decades. Skills gaps are real and likely growing larger. Corporations need to do their part in helping higher education revise/develop curriculum and they need to offer funds to create new types of learning labs/environments. They need to offer more internships and opportunities to learn new skills.

 

 

 

PD is getting so much better!! — from cultofpedagogy.com by Jennifer Gonzalez

Excerpts:

 

 

1. Unconferences
2. Intentional professional learning communities (PLCs)
3. Choice Boards
4. Personal Action Plans
5. Voluntary Piloting
6. Peer Observation
7. Microcredentials
8. Blended Learning
9. Lab Classrooms

 

 

 

From DSC:
After seeing the article entitled, “Scientists Are Turning Alexa into an Automated Lab Helper,” I began to wonder…might Alexa be a tool to periodically schedule & provide practice tests & distributed practice on content? In the future, will there be “learning bots” that a learner can employ to do such self-testing and/or distributed practice?

 

 

From page 45 of the PDF available here:

 

Might Alexa be a tool to periodically schedule/provide practice tests & distributed practice on content?

 

 

 
 

Faculty Learning Communities: Making the Connection, Virtually — from by Angela Atwell, Cristina Cottom, Lisa Martino, and Sara Ombres

Excerpt (emphasis DSC):

Research has shown that interactions with peers promotes faculty engagement (McKenna, Johnson, Yoder, Guerra, & Pimmel, 2016). Faculty learning communities (FLC) have become very popular in recent years. FLCs focus on improving teaching and learning practice through collaboration and community building (Cox, 2001). Usually, FLCs are face-to-face meetings hosted at a physical location at a specific date and time. We understand the benefit of this type of experience. However, we recognize online instructors will likely find it difficult to participate in a traditional FLC. So, we set out to integrate FLC principles to provide our faculty, living and working all over the globe, a similar experience.

Recently, our Center for Teaching and Learning Excellence took the plunge and offered a Virtual Faculty Learning Community (V-FLC) for instructors at our Worldwide Campus. The first experience was open only to adjunct instructors teaching online. The experience was asynchronous, lasted eight weeks, and focused on best practices for online teaching and learning. Within our Learning Management System, faculty led and participated in discussions around the topics that were of interest to them. Most topics focused on teaching practices and ways to enhance the online experience. However, other topics bridged the gap between teaching online and general best teaching practices. 

 

 

 
 

 

The next era of human|machine partnerships
From delltechnologies.com by the Institute for the Future and Dell Technologies

 


From DSC:
Though this outlook report paints a rosier picture than I think we will actually encounter, there are several interesting perspectives in this report. We need to be peering out into the future to see which trends and scenarios are most likely to occur…then plan accordingly. With that in mind, I’ve captured a few of the thoughts below.


 

At its inception, very few people anticipated the pace at which the internet would spread across the world, or the impact it would have in remaking business and culture. And yet, as journalist Oliver Burkeman wrote in 2009, “Without most of us quite noticing when it happened, the web went from being a strange new curiosity to a background condition of everyday life.”1

 

In Dell’s Digital Transformation Index study, with 4,000 senior decision makers across the world, 45% say they are concerned about becoming obsolete in just 3-5 years, nearly half don’t know what their industry will look like in just three years’ time, and 73% believe they need to be more ‘digital’ to succeed in the future.

With this in mind, we set out with 20 experts to explore how various social and technological drivers will influence the next decade and, specifically, how emerging technologies will recast our society and the way we conduct business by the year 2030. As a result, this outlook report concludes that, over the next decade, emerging technologies will underpin the formation of new human-machine partnerships that make the most of their respective complementary strengths. These partnerships will enhance daily activities around the coordination of resources and in-the-moment learning, which will reset expectations for work and require corporate structures to adapt to the expanding capabilities of human-machine teams.


For the purpose of this study, IFTF explored the impact that Robotics, Artificial Intelligence (AI) and Machine Learning, Virtual Reality (VR) and Augmented Reality (AR), and Cloud Computing, will have on society by 2030. These technologies, enabled by significant advances in software, will underpin the formation of new human-machine partnerships.

On-demand access to AR learning resources will reset expectations and practices around workplace training and retraining, and real-time decision-making will be bolstered by easy access to information flows. VR-enabled simulation will immerse people in alternative scenarios, increasing empathy for others and preparation for future situations. It will empower the internet of experience by blending physical and virtual worlds.

 

Already, the number of digital platforms that are being used to orchestrate either physical or human resources has surpassed 1,800.9 They are not only connecting people in need of a ride with drivers, or vacationers with a place to stay, but job searchers with work, and vulnerable populations with critical services. The popularity of the services they offer is introducing society to the capabilities of coordinating technologies and resetting expectations about the ownership of fixed assets.

 

Human-machine partnerships won’t spell the end of human jobs, but work will be vastly different.

The U.S. Bureau of Labor Statistics says that today’s learners will have 8 to 10 jobs by the time they are 38. Many of them will join the workforce of freelancers. Already 50 million strong, freelancers are projected to make up 50% of the workforce in the United States by 2020.12 Most freelancers will not be able to rely on traditional HR departments, onboarding processes, and many of the other affordances of institutional work.

 

By 2030, in-the-moment learning will become the modus operandi, and the ability to gain new knowledge will be valued higher than the knowledge people already have.

 

 

The Living [Class] Room -- by Daniel Christian -- July 2012 -- a second device used in conjunction with a Smart/Connected TV

 

 

 

From DSC:
I have been trying to blog more about learning how to learn — and to provide some more resources on metacognition and the like.

Along these lines — and with permission from the author — the following excerpt is from Quentin Schultze’s solid book, Communicate like a True Leader (pages 35 & 36).  I asked Quin if I could share this excerpt because I think it’s a great strategy to share with students. Whether they know it or not, learning how to learn is THEE key skill these days.

Quin would also emphasize some other items such as listening, attending to reality, communicating effectively with others, and more…but my focus here is on learning strategies.  So I share it in the hope that it will help some of you students out there just as it helped Quin.

 

 

During the beginning of my sophomore year, I started reviewing each day’s class notes after classes were over. I soon realized how little I recalled even of that day’s lectures and discussions. It dawned on me that normal note-taking merely gave me the impression that I was learning. I implemented a strategy that revolutionized my learning, launched me successfully into graduate school, helped me become a solid teacher, equipped me to be a productive researcher-writer, and made it possible for me to be an engaging speaker.

I not only reviewed my notes daily. I rewrote them from scratch within a couple of hours of each class meeting. I used my actual course notes as prompts to recall more of the lecture and to help me organize my own reactions to the material. My notes expanded. My retention swelled.

My revised notes became a kind of journal of my dialogue with the instructor and the readings. I integrated into my revised course notes my daily reading notes, reworking them into language that was meaningful to me and preparing to ask the instructor at the next class anything that I was uncertain about. From then on I earned nearly straight A’s with far less cramming for exams.

Moreover, I had begun journaling about my learning — one of the most important communication skills. I became a real learner by discovering how to pay attention to others and myself.

In a broad sense, I learned how to listen.

 

 

 

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