using teams

Yale and Harvard’s Law Schools Are Ditching the ‘U.S. News’ Rankings. Will Others Follow? [Diep]

On 11/17/2022, in Access to Justice (A2J), innovation, law schools, Legal operations, legal reform, legal technologies, legislatures / government / legal, society, sociology, UK, United States, using teams, by Daniel Christian

Yale and Harvard’s Law Schools Are Ditching the ‘U.S. News’ Rankings. Will Others Follow? — from chronicle.com by Francie Diep

Excerpt:

Yale Law School — long ranked No. 1 by U.S. News & World Report — is quitting the magazine’s rankings, it announced Wednesday. Hours after that announcement, which was first reported by The Wall Street Journal, Harvard Law School said it would do the same.

“U.S. News stands in the way of progress for legal education and the profession,” said Heather Gerken, Yale Law School’s dean. “It’s made it harder for law schools to admit and support low-income students, and it’s undermining efforts to launch a generation to serve. Now is the time to take a step.”

Also related/see:

Berkeley joins Harvard and Yale boycott of U.S. News law school rankings — from news.yahoo.com by Karen Sloan
Harvard and Yale law schools ditch U.S. News & World Report’s rankings: “Profoundly flawed” — from cbsnews.com by Aimee Picchi
Dean Gerken: Why Yale Law School Is Leaving the U.S. News & World Report Rankings — from law.yale.edu
More law schools reject U.S. News list, but publication pledges to keep ranking ‘regardless of whether schools agree’ — from highereddive.com by Rick Seltzer

Some other legal-related items include:

IAALS Releases New Allied Legal Professionals Landscape Report and Resource Center in an Effort to Increase Legal Options for the Public — iaals.du.edu

Excerpt:

IAALS, the Institute for the Advancement of the American Legal System at the University of Denver, announced today that it released its new Allied Legal Professionals landscape report, along with an accompanying online Knowledge Center. With generous support from the Sturm Family Foundation, this project seeks to help standardize a new tier of legal professionals nationally, with the goal of increasing the options for accessible and affordable legal help for the public.

“Today, the majority of Americans are faced with a very serious access to justice problem—not only low-income populations, as many people believe. And the pandemic has only made matters worse in recent years,” says Jim Sandman, chair of IAALS’ board of advisors and President Emeritus of the Legal Services Corporation. “For example, studies show that around 40–60% of the middle class have legal needs that remain unmet. Simply put: people want legal help, and they are not getting the help they need.”

Legal Innovators: An Ecosystem of Change Agents! — from artificiallawyer.com

The expanding role of technology in the law firm business model (338) — from legalevolution.org by Kenneth Jones
Legal technology is slowly becoming core to the legal business. It’s time to commit to a cross-functional team approach.

Excerpt:

The premise of this post is that individual capabilities and excellence (either legal or technical) standing alone are not enough to ensure long-term, sustainable success. No superstar technologist or lawyer is equipped to do it all, as there are too many specialties and functional roles which need to be filled. Rather, a better approach is to construct team-based, cross-functional units that offer greater operational efficiency while building in layers of redundancy that reduce the potential for surprises, errors, or disruption. Cf Post 323 (Patrick McKenna’s “rules of engagement” for high-performing legal teams).

How to survive as the only remote person in the hybrid room [Stevens]

On 11/09/2022, in A/V -- audio/visual, accessibility / UDL, collaboration, communications, corporate / business world, distance education, expectations, face-to-face, ideas, IT in HE, remote teaching and learning, tools, using teams, vendors, videoconferencing, web-based collaboration, by Daniel Christian

How to survive as the only remote person in the hybrid room — from protocol.com by Tim Stevens
Experts weigh in on how remote tech workers can be seen and heard when everyone in a meeting is in the office.

Excerpt:

The hybrid approach to remote work can meet the needs of diverse teams of people, but too often those who sign in from afar can feel left out, absent from impromptu hallway discussions or outright ignored on Zoom calls.

When you’re on the outside it’s tempting to just stay quiet and hope things will improve, but if your team isn’t aware of your struggles, things will only get worse. I spoke with three experts in remote work and here are their pro tips on how to survive and even thrive.

Addendum on 11/14/22:

84% of meetings have at least one remote participant — from inavateonthenet.net

Excerpt:

A report commissioned by Crestron has found that 84% of employees regularly have at least one remote participant in their meetings.

The report, titled Tackling the Modern Workplace by the Numbers, explores employee behaviors and preferences in a hybrid workplace, the technology tools they need and lack, and what employers are (and could be) doing to enable more consistently productive collaboration remotely and in-office.

“The findings of this report reveal that for the first time in years, we have a reliable sense of what to expect from the enterprise workplace in terms of where work is done and how meetings have to be held,” said Brad Hintze, exec VP, global marketing, Crestron. “If every meeting isn’t equipped to be hybrid, the data unequivocally shows teams will experience challenges in staying connected to each other, to leadership, and to the company culture, no matter where they’re working.”

In one giant classroom, four teachers manage 135 kids – and love it [Morton]

On 11/09/2022, in accessibility / UDL, change, collaboration, education, experimentation, ideas, instructional design, K-12 related, learning ecosystem, Learning Experience Design, more voice more choice more control, neurodivergent/special needs, teachers, teaching & learning, United States, using teams, by Daniel Christian

In one giant classroom, four teachers manage 135 kids – and love it — from hechingerreport.org by Neal Morton
Schools in Mesa, Arizona, piloted a team teaching model to combat declining enrollment and teacher shortages; now the approach is spreading

Excerpts (emphasis DSC):

Five years ago, faced with high teacher turnover and declining student enrollment, Westwood’s leaders decided to try something different. Working with professors at Arizona State University’s teachers college, they piloted a classroom model known as team teaching. It allows teachers to voluntarily dissolve the walls that separate their classes across physical or grade divides.

Here, more than 130 freshmen at Westwood High School learn in one giant classroom overseen by four teachers.

Team teaching is taking hold in Mesa, Arizona’s largest school district. Here, more than 130 freshmen at Westwood High School learn in one giant classroom overseen by four teachers. Credit: Matt York/Associated Press

By giving teachers more opportunities to collaborate and greater control over how and what they teach, Mesa’s administrators hoped to fill staffing gaps and boost teacher morale and retention. Initial research suggests the gamble could pay off.

Also see:

Educator shortages are a real crisis — especially in special education — from k12dive.com
Administrators are straining under the pressure of finding qualified personnel to meet federal requirements on specialized instruction and related services.

The Council of Administrators of Special Education is keenly aware of the shortage of qualified teachers, specialized instructional support personnel and administrators to fill vacancies in school districts across the country, with shortages particularly acute in special education. We hear daily from administrators citing the impossibility of finding qualified personnel to meet mandates of the federal law requiring specialized instruction and related services for children with disabilities.

Virtual or in-person: The next generation of trial lawyers must be prepared for anything [Horres & Bashor]

On 11/06/2022, in A/V -- audio/visual, face-to-face, ideas, innovation, interaction design, interface design, Legal operations, legal reform, legal technologies, legislatures / government / legal, United States, usability, user experience (UX), using teams, videoconferencing, Virtual courts and law firms, vision/possibilities, web-based collaboration, by Daniel Christian

Virtual or in-person: The next generation of trial lawyers must be prepared for anything — from reuters.com by Stratton Horres and Karen L. Bashor

A view of the jury box (front), where jurors would sit in and look towards the judge's chair (C), the witness stand (R) and stenographer's desk (L) in court room 422 of the New York Supreme Court

Excerpt:

In this article, we will examine several key ways in which COVID-19 has changed trial proceedings, strategy and preparation and how mentoring programs can make a difference.
…
COVID-19 has shaken up the jury trial experience for both new and experienced attorneys. For those whose only trials have been conducted during COVID-19 restrictions and for everyone easing back into the in-person trials, these are key elements to keep in mind practicing forward. Firm mentoring programs should be considered to prepare the future generation of trial lawyers for both live and virtual trials.

From DSC:
I think law firms will need to expand the number of disciplines coming to their strategic tables. That is, as more disciplines are required to successfully practice law in the 21st century, more folks with technical backgrounds and/or abilities will be needed. Web front and back end developers, User Experience Designers, Instructional Designers, Audio/Visual Specialists, and others come to my mind. Such people can help develop the necessary spaces, skills, training, and mentoring programs mentioned in this article. As within our learning ecosystems, the efficient and powerful use of teams of specialists will deliver the best products and services.

Why Now Is The Time To Overhaul K-12 Education — from forbes.com by Phyllis Lockett and Michael Horn

Excerpts:

If you take a team approach, then one adult works with students on their social-emotional learning and how they connect to their learning. And another leverages data to create small group opportunities based on the learning objective. And another connects learning to real world projects and helps students build social capital in the community, which also creates a more permeable classroom that’s open to the outside world. Or there could be other ways the teams are structured to best support the student.

For all the plans in the past to “reinvent” K-12 education, none have questioned the fundamentals of time-based instruction. It’s no surprise then that the system produces the outcomes it does. Not every child needs exactly 180 days to master the knowledge and skills required for a third grader. Conversely, some kids need more time. It’s an arbitrary system that cuts off learning for children based on a calendar, yet doesn’t provide a different pathway forward for them that’s productive. In our current system, time is fixed and learning is variable, then students are labeled and sorted accordingly.

Michael Horn

From DSC:
This quote…

The answer is for district leaders to create independent teams of educators in which they are shielded from traditional day to day pressures and have the explicit license to do things differently. They can give these new “schools within schools” the resources they need without encumbering them by the old ways of doing things.

…makes me think of a graphic I did a while back about the need for more Trim Tabs within our learning ecosystems:

Great leaders ask great questions: Here are 3 steps to up your questioning game. — from bigthink.com by Christopher J. Frank, Oded Netzer, and Paul F. Magnone; with thanks to Roberto Ferraro for this resource
Questioning isn’t just a way to get the right answer — it’s also a means for sustaining relationships and creative thinking.

Excerpt:

Building an inquisitive team
One of the best LinkedIn profiles starts with “I am insatiably curious.” What would it take to build a team of insatiably curious, truly inquisitive people? Building an inquisitive culture involves a combination of what and how. The what is a combination of the types of questions previously outlined, and the how is the environment you create. Great leaders create great cultures. There are three basic steps to building an inquisitive culture:

Start with an open-ended question.
Respond, don’t react. Embrace silence.
Ask a stream of questions.

Also relevant/see:

We pose all of our Learning Intentions as questions to further the #InquiryMindset at #CVLittleLynx. This allows our students to recognize that learning is investigating. @Amy_Andersen_ pic.twitter.com/YFJHqf4sSQ

— Melissa Taylor (@mtaylor422) October 11, 2022

This week’s sketch: the 1o Characteristics of the Inquiry Classroom.

Reflect on your own practice.

Which of these are strengths?

Which of these are stretches?

What are your next steps?#inquirymindset pic.twitter.com/jHu4gqlbGz

— Trevor MacKenzie (@trev_mackenzie) October 17, 2022

For some time I’ve been researching this: what are the conditions in which learning thrives?

My observations…

?Agency
?Curiosity
?Play
?Guidance
?Self-regulation
?Exploration
?Empathy
?Time
?Compassion
?Voice#InquiryMindset #DiveintoInquiry #inquiry #aussieED pic.twitter.com/XVYCFLTje3

— Trevor MacKenzie (@trev_mackenzie) November 20, 2019

Addendum on 10/29/22:

Innovation starts with the quality of your questions — from edte.ch by Tom Barrett
In the final publication of the October throughline we explore how to build a culture of innovation one question at a time.

Snapshot
A quick synthesis of this issue to share

Innovation starts with the quality of your questions. Asking the right questions leads to new possibilities and innovative solutions.
We are often drawn to ideas because we want to fix problems; starting with an idea feels safe and more fun than starting with a problem.
If we want an innovative culture in our teams, we need to start with questions instead of ideas.
Trust and psychological safety create the culture for collective negative capability, which John Keats coined as “the ability to live with ambiguity and uncertainty.”
Commit to action by being aware of your need for certainty, make space for ambiguity and uncertainty in development work, and build trust by encouraging questions.

It’s time to modernize workplace development programs — from chieflearningofficer.com by Jason Mundy

Excerpts:

So, what exactly do employers need to do to improve L&D? Incorporate individualized microlearning into workforce development.
…
Microlearning-based L&D is used to solve key business objectives and is useful for many types of employee education, such as compliance training, on-the-job skills and administrative responsibilities. Microlearning programs can be tailored to individuals and administered in a way that is not disruptive to employees. Through modern microlearning solutions, it’s also possible to implement scenario-based learning and gamification, both of which increase employee engagement.

From DSC:
After reading this article, some questions come to my mind:

Who decides what’s next on the training regime for an employee?
Is it a team of people doing that for each position? The employee, the supervisor, two levels up supervisor(s), L&D, other?
And/or is it tapping into streams of content created by former people who have done that exact job?

For each position, is it possible to capture a knowledgebase containing which topics, learning modules/courses, blogs, websites, people to follow on social media, or other resources?
Is there a community of practice for each position?
How and who keeps these knowledgebases pruned and up-to-date?

Hmmm…thanks for letting me think out loud with you.

Five items related to the legal industry

On 08/26/2022, in Access to Justice (A2J), Artificial Intelligence/Agents/LLMs/and Related, cloud-based computing / apps / other cloud-related, data related items, law schools, Legal operations, legal reform, legal technologies, legislatures / government / legal, United States, using teams, vendors, by Daniel Christian

The Finalists of the American Legal Technology Awards Are…! — from artificiallawyer.com

Excerpt:

After receiving 225 submissions across eight categories, the American Legal Technology Awards have today announced the lucky finalists. They include a wide range of companies and individuals, ranging from judges, to law firms, to startups and larger legal tech businesses. So, without further ado, here are the finalists in the table below, with three finalists in each category.

Looking For Trouble And Finding It: The ABA Resolution To Condemn Non-Lawyer Ownership — from professionalresponsibility.fkks.com by Ron Minkoff

Excerpt:

At the ABA Annual Meeting last week, the Illinois State Bar Association (“ISBA”), the New York State Bar Association (“NYSBA”), and several ABA entities sponsored Local Resolution 402 (hereafter, the “ISBA Resolution”) in an effort to stop the entire ABA – if not the entire American legal profession – from permitting non-lawyer ownership of law firms, in any form. The ISBA Resolution read as follows:

Teaching (and Pressuring) Law Professors to Teach Technology – Katie Brown (TGIR Ep. 171) — from legaltechmonitor.com by Greg Lambert & Marlene Gebauer

Excerpt (emphasis DSC):

In her view, law professors “are required to educate people so that they can go out into the practice and successfully do that. And so beyond just, rule 1.1 with legal technology and having that competency, for us as law schools, I think we have an ethical obligation to be teaching legal technology.” This approach needs to be embedded into the Law School’s culture, because it costs money, time, and effort to do correctly.

From DSC:
Agree. I completely agree.

Understanding The Justice Gap — from medium.com by Kevin Golembiewski

Excerpt:

The law is a language. Pleading, cause of action, discovery, hearsay, res judicata, statute of limitations, civil procedure. To understand and protect your legal rights, you must learn this language and the complex rules that govern it. Or you must find an interpreter — that is, a lawyer. No different than if you were in a foreign country without an interpreter, if you have a legal problem but no lawyer, you cannot advocate for yourself.

That is the reality for millions of low-income Americans, according to a recent study by the Legal Services Corporation (LSC). About 50 million Americans have household incomes below 125% of the poverty threshold, and 92% of them do not have any, or enough, legal help for their civil legal issues — issues that range from eviction to domestic violence to disability benefits. Those Americans are stranded in the land of the law without an interpreter.

Litera releases The Changing Lawyer Report 2022 at ILTACON — from legalitprofessionals.com

Key takeaways

The five trends to watch, with some representative data points from the report include:

Allied professionals (process managers, technologists, data analysts, etc.) play a more significant role in supporting law firms and lawyers and enhancing legal service delivery. 83% of lawyers believe that allied professionals make their job easier.
Automation is everywhere, as law firms turn to AI and other technologies to enhance the speed and accuracy of legal processes across all practice areas. 91% of lawyers expect AI-based document review to become a standard part of most M&A due diligence processes.
Technology and data improve client service delivery by providing real-time insights about law firm performance, pricing and budgeting, and work allocation. 78% of lawyers agree that technology helps them offer a better client experience.
Cloud-based solutions are taking over, driven partly by the obvious need for remote and blended workplace access to law firm applications that arose during the pandemic. Leading types of cloud applications that have been moved to the cloud include financial and practice management (64% of firms), document management (53%), portals and intranets (35%), and business intelligence platforms (31%).
Changing work expectations are a significant driver of technology adoption when lawyer recruitment and retention are challenges for law firms. A new generation of lawyers sees technology as a path to better work/life balance. 53% of lawyers ‘strongly agree’ or ‘agree’ with the statement technology makes my job more enjoyable.

What would it take for higher education to develop/offer such “capability academies?” [Christian]

On 08/26/2022, in 21st century, 24x7x365 access, adjunct faculty, career development, changing business models, colleges, communities of practice, community colleges, competency-based learning/education, content development, aggregation, repositories, corporate / business world, corporate universities / corporate training, curriculum, Daniel S. Christian, Design Thinking, experimentation, faculty/staff, future, future of higher education, game-changing environment, higher education, ideas, innovation, instructional design, intelligent systems, intelligent tutoring, learning, learning agents, learning ecosystem, Learning Experience Design, Learning from the Living [Class] Room, learning spaces, lifelong learning, microlearning, more voice more choice more control, New "Amazon.com" of Higher Education, new business models, personalized/customized learning, platforms, society, staying relevant, streams of content, surviving, traditional / tradition, training / L&D, United States, universities, user experience (UX), using teams, vision/possibilities, vocational / trades, by Daniel Christian

From DSC:
Below are some reflections based on an article entitled, Understanding learning transfer through Archwell Academies. It’s from chieflearningofficer.com and was written by Erin Donovan and Keith Keating.

Excerpt:

To capitalize on learning transfer and extend learning beyond traditional training periods, practitioners have established capability academies. According to Josh Bersin, capability academies are the evolution of traditional training and self-directed learning. Bersin posited:

Capability academies are business-driven, collaborative learning environments that facilitate learning retention. . . . Going beyond rote lessons, capability academies help companies prepare for transformation by helping employees develop complex skills and providing guidance on how to apply them in the context of the business.

The core concept of capability academies rests on the importance of collaboration between the trainers and the business. The intention is to provide learners with practice of conceptual understanding and comparative scenarios in the context and environment where they will ultimately apply their skills. Capability academies focus on providing training distinctly aligning with learners’ job responsibilities.

From DSC:
First of all, I have a lot of respect for the people that this article mentions, such as Josh Bersin and Will Thalheimer. So this article caught me eye.

It seems to me that the corporate world is asking for institutions of traditional higher education to deliver such “capability academies.” But that makes me wonder, could this even be done? Surely there aren’t enough resources to develop/deliver/maintain so many environments and contexts, right? It took Archwell, a global mortgage services outsourcing provider, an entire year to systematically design and develop such customized capability academies — just for their clients’ businesses.

The article goes on:

The core concept of capability academies rests on the importance of collaboration between the trainers and the business. The intention is to provide learners with practice of conceptual understanding and comparative scenarios in the context and environment where they will ultimately apply their skills. Capability academies focus on providing training distinctly aligning with learners’ job responsibilities.

Context. Skills. Acquiring knowledge. Being able to apply that knowledge in a particular environment. Wow…that’s a lot to ask institutions of traditional higher education to deliver. And given the current setup, it’s simply not going to happen. Faculty members’ plates are already jammed-packed. They don’t have time to go out and collaborate with each business in their area (even with more sabbaticals…I don’t see it happening).

I’m sure many at community colleges could chime in here and would likely say that that’s exactly what they are doing. But I highly doubt that they are constantly delivering this type of customized offering for all of the businesses in each major city in their area.

I can hear those in corporate training programs saying that that’s what they are doing for their own business. But they don’t provide it for other businesses in their area.

So, what would it take for higher education to develop/offer such “capability academies?” Is it even possible?

We continue to struggle to design the ultimate learning ecosystem(s) — one(s) whereby we can provide personalized learning experiences for each person and business. We need to continue to practice design thinking here, as we seek to provide valuable, relevant/up-to-date, and cradle-to-grave learning experiences.

The problem is, the pace of change has changed. Institutions of traditional higher education can’t keep up. And frankly, neither can most businesses out there.

I keep wondering if a next-generation learning platform — backed up by AI but delivered with human expertise — will play a role in the future. The platform would offer products and services from teams of individuals — and/or from communities of practices — who can provide customized, up-to-date training materials and the learning transfers that this article discusses.

But such a platform would have to offer socially-based learning experiences and opportunities for accountability. Specific learning goals and learning cohorts help keep one on track and moving forward.

What a New Strategy at 2U Means for the Future of Online Higher Education — from edsurge.com by Phil Hill

Excerpt:

The acceleration is that 2U is going all in on the education platform strategy that started with the company’s acquisition of edX last year. The idea at the time was to rely on a flywheel effect, where edX can upsell to its tens of millions of registered learners taking free or low-cost online courses known as MOOCs, thus driving down the marketing costs required for the OPM business, while offering a spectrum of options—from free MOOCs to stackable certificates, to bootcamps and short courses, all the way to full degrees. The flywheel aspect is that the more the strategy succeeds, the more revenue is made by institutional partners and by the company, leading to more free courses and registered learners. It’s a self-reinforcing strategy that is the same one followed by Coursera.
.

The future of learning: Co-creating skills development strategies with employee preferences [Young Rivers]

On 08/10/2022, in adult learning, business, career development, collaboration, communications, communities of practice, content development, aggregation, repositories, corporate / business world, corporate universities / corporate training, digital learning, future, heutagogy, ideas, instructional design, learning, learning ecosystem, Learning Experience Design, learning preferences, MOOCs -- Massive Open Online Courses, more voice more choice more control, pace of change, personalized/customized learning, platforms, podcasting, skills, training / L&D, using teams, vendors, vision/possibilities, web-based collaboration, webinars, workplace, by Daniel Christian

The future of learning: Co-creating skills development strategies with employee preferences — from chieflearningofficer.com by Stacey Young Rivers
The limitations of developing just-in-time learning strategies perpetuate a paradigm where learning and development can appear ineffective for teams that have to move quickly and fail fast.

Excerpt:

I believe the future of learning will be a system where employees and learning teams co-create experiences. No longer will skills development programs be created in silos for employees to consume. Gone will be the days of conducting exhaustive needs analysis that can add layers of complexity for program delivery.

The limitations of developing just-in-time learning strategies perpetuate a paradigm where learning and development can appear ineffective for teams that have to move quickly and fail fast. Thinking about how to overcome these challenges conjures a solution similar to a metaverse, a persistent virtual world that is always open. One value proposition of a metaverse is that everyone can create their own adventure in an ecosystem supporting curiosity and experimentation, two areas undergirding skills development.

With this lens, understanding employee preferences for learning is the beginning of co-creating experiences, and one approach for how L&D leaders can begin to structure skills development programs. While conducting a study to engage employees in training, we uncovered new insights into where corporate L&D is headed in the future.

Also relevant here, see:

Workplace Learning: Still a Mess — from eliterate.us by Michael Feldstein

Excerpt:

There’s a mantra these days that higher education needs to get better at listening to industry so they can better prepare students for work. And while there is definitely some truth to that, it assumes that “industry” knows what it needs its workers to know. Former HP CEO Lew Platt once famously said, “If only Hewlett Packard knew what Hewlett Packard knows, we’d be three times more productive.”

In other words, a lot of vital know-how is locked up in pockets within the organization. It doesn’t reach either the training folks or the HR folks. So how are either universities or EdTech professional development companies supposed to serve an invisible need?

It’s not that they don’t know how to learn or they don’t like to learn online. It’s because their experience tells them that their valuable time spent “learning” might not equate to actual skills development.

Addendum on 8/15/22:

Workplace Learning: A Follow-up — from eliterate.us by Michael Feldstein

It’s Time to Rethink the ‘One Teacher, One Classroom’ Model — from edweek.org by Irene Chen & Stephanie Banchero
How to build a happier and more effective teaching force

Excerpt:

Let’s address this crisis by reenvisioning the traditional school staffing model, which has not changed in generations. We need innovative, differentiated staffing that creatively utilizes educators and plays to their strengths. This means schools must deploy adults to work collaboratively in response to the needs of individual students, rather than asking one teacher to meet the needs of all students in one classroom. This approach can address children’s specific skills gaps, while also diversifying the workforce, retaining the most effective teachers, and extending great teaching.

Coding Isn’t a Necessary Leadership Skill — But Digital Literacy Is [Matveeva]

On 07/30/2022, in career development, collaboration, computer science, corporate / business world, corporate universities / corporate training, data related items, leadership, programming, skills, training / L&D, United States, usability, user experience (UX), using teams, vision/possibilities, workplace, by Daniel Christian

Coding Isn’t a Necessary Leadership Skill — But Digital Literacy Is — from hbr.org by Sophia Matveeva

Summary (emphasis DSC):

While most leaders now know that tech is a vital part of business, many are wondering what they really need to know about technology to succeed in the digital age. Coding bootcamps may appeal to some, but for many leaders, learning to code is simply not the best investment. It takes a long time to become a proficient coder, and it still doesn’t give you a holistic overview of how digital technologies get made. The good news is that most leaders don’t need to learn to code. Instead, they need to learn how to work with people who code. This means becoming a digital collaborator and learning how to work with developers, data scientists, user experience designers, and product managers — not completely retraining. The author presents four ways for non-technical leaders to become digital collaborators.

I think we’ve run out of time to effectively practice law in the United States of America [Christian]

On 07/25/2022, in 21st century, accreditation, adult learning, Artificial Intelligence/Agents/LLMs/and Related, Augmented Reality (AR), Blockchain, change, changing business models, cloud-based computing / apps / other cloud-related, communities of practice, copyright/ownership/NFTs, corporate / business world, Cost of legal services - including access, credentialing, cryptocurrencies, dangers of the status quo, Daniel S. Christian, distance education, emerging technologies, engineering, entrepreneurship, experimentation, face-to-face, future, higher education, Holographic comms, human-computer interaction (HCI), hybrid learning, Hyflex learning, ideas, innovation, instructional design, law schools, leadership, learning ecosystem, Learning Experience Design, Learning from the Living [Class] Room, learning preferences, learning spaces, Legal operations, legal reform, legal technologies, legislatures / government / legal, Metaverse, Michigan, Mixed Reality (MR), Natural Language Processing (NLP), Near Field Communication (NFC), online learning, organizational change, pace of change, platforms, policy, productivity / tips and tricks, reinvent, robotics, skills, society, staying relevant, strategy, surviving, technology (general), telelegal, trends, Uncategorized, United States, universities, using teams, vendors, Virtual courts and law firms, Virtual Reality (VR) / worlds / learning, vision/possibilities, Web3, workplace, XR - extended reality, by Daniel Christian

From DSC:
Given:

the accelerating pace of change that’s been occurring over the last decade or more
the current setup of the legal field within the U.S. — and who can practice law
the number of emerging technologies now on the landscapes out there

…I think we’ve run out of time to effectively practice law in the U.S. — at least in terms of dealing with emerging technologies. Consider the following items/reflections.

Inside one of the nation’s few hybrid J.D. programs — from highereddive.com by Natalie Schwartz
Shannon Gardner, Syracuse law school’s associate dean for online education, talks about the program’s inaugural graduates and how it has evolved.

Excerpt (emphasis DSC):

In May, Syracuse University’s law school graduated its first class of students earning a Juris Doctor degree through a hybrid program, called JDinteractive, or JDi. The 45 class members were part of almost 200 Syracuse students who received a J.D. this year, according to a university announcement.

The private nonprofit, located in upstate New York, won approval from the American Bar Association in 2018 to offer the three-year hybrid program.

The ABA strictly limits distance education, requiring a waiver for colleges that wish to offer more than one-third of their credits online. To date, the ABA has only approved distance education J.D. programs at about a dozen schools, including Syracuse.

Many folks realize this is the future of legal education — not that it will replace traditional programs. It is one route to pursue a legal education that is here to stay. I did not see it as pressure, and I think, by all accounts, we have definitely proven that it is and can be a success.

Shannon Gardner, associate dean for online education

From DSC:
It was March 2018. I just started working as a Director of Instructional Services at a law school. I had been involved with online-based learning since 2001.

I was absolutely shocked at how far behind law schools were in terms of offering 100% online-based programs. I was dismayed to find out that 20+ years after such undergraduate programs were made available — and whose effectiveness had been proven time and again — that there were no 100%-online based Juris Doctor (JD) programs in the U.S. (The JD degree is what you have to have to practice law in the U.S. Some folks go on to take further courses after obtaining that degree — that’s when Masters of Law programs like LLM programs kick in.)

Why was this I asked? Much of the answer lies with the extremely tight control that is exercised by the American Bar Association (ABA). They essentially lay down the rules for how much of a law student’s training can be online (normally not more than a third of one’s credit hours, by the way).

Did I say it’s 2022? And let me say the name of that organization again — the American Bar Association (ABA).

Graphic by Daniel S. Christian

Not to scare you (too much), but this is the organization that is supposed to be in charge of developing lawyers who are already having to deal with issues and legal concerns arising from the following technologies:

Artificial Intelligence (AI) — Machine Learning (ML), Natural Language Processing (NLP), algorithms, bots, and the like
The Internet of Things (IoT) and/or the Internet of Everything (IoE)
Extended Reality (XR) — Augmented Reality (AR), Mixed Reality (MR), Virtual Reality (VR)
Holographic communications
Big data
High-end robotics
The Metaverse
Cryptocurrencies
NFTs
Web3
Blockchain
…and the like

I don’t think there’s enough time for the ABA — and then law schools — to reinvent themselves. We no longer have that luxury. (And most existing/practicing lawyers don’t have the time to get up the steep learning curves involved here — in addition to their current responsibilities.)

The other option is to use teams of specialists, That’s our best hope. If the use of what’s called nonlawyers* doesn’t increase greatly, the U.S. has little hope of dealing with legal matters that are already arising from such emerging technologies.

So let’s hope the legal field catches up with the pace of change that’s been accelerating for years now. If not, we’re in trouble.

* Nonlawyers — not a very complimentary term…
I hope they come up with something else.
Some use the term Paralegals.
I’m sure there are other terms as well.

From DSC:
There is hope though. As Gabe Teninbaum just posted the resource below (out on Twitter). I just think the lack of responsiveness from the ABA has caught up with us. We’ve run out of time for doing “business as usual.”

Law students want more distance education classes, according to ABA findings — from abajournal.com by Stephanie Francis Ward

Excerpt:

A recent survey of 1,394 students in their third year of law school found that 68.65% wanted the ability to earn more distance education credits than what their schools offered.

Reflections on “Higher Ed Is Looking to Refill Jobs. But It’s Finding a ‘Shallow and Weak’ Candidate Pool.” [Zahneis]

On 07/20/2022, in business side of he, career development, change, colleges, community colleges, Daniel S. Christian, funding / grants, higher education, organizational change, teaching & learning, United States, universities, using teams, by Daniel Christian

Higher Ed Is Looking to Refill Jobs. But It’s Finding a ‘Shallow and Weak’ Candidate Pool. — from chronicle.com by Megan Zahneis

Excerpt (emphasis DSC):

While higher education has largely recovered nearly all of its pandemic-associated job losses, the task of recruiting and hiring administrators and staff members has become a daunting one, according to a Chronicle survey of college leaders, hiring managers, and administrators that was conducted with support from the Huron Consulting Group.

Nearly 80 percent of the 720 respondents said their campus has more open positions this year than last, and 84 percent said that hiring for administrative and staff jobs has been more difficult in the last year.

Those positions are harder than ever to fill, too: 78 percent of leaders said their campus had received fewer applications for open jobs in the last year, and 82 percent agreed that they’d fielded fewer applications from qualified candidates. Said one person who took the survey: “The pools have been shallow and weak.”

From DSC:
Ask any ***staff*** member who has been working within higher education these last 10-20 years if this development is surprising to them, and they would tell you, “No, this is not a surprise to me at all.” Working within higher education has lost much of its value and appeal:

Budgets have been shrinking for years — so important/engaging new projects get taken off the plate (or indefinitely postponed). So opportunities for personal growth and new knowledge for staff members have been majorly curtailed. Also, members of administrations may decide to outsource those exciting projects that do survive to external consultants.
Oftentimes, salaries don’t match inflation — and they were never stellar to begin with.
Staff are second-class citizens within the world of higher education
- They aren’t part of the governing bodies (i.e., the Faculty Senates out there don’t include staff). Faculty members have much more say, control, and governance over things and get the opportunities to travel, learn, present, grow, share their knowledge, etc. much more so than staff members.
- There are few — if any — sabbaticals for staff members.
- Even those working within teaching and learning centers and instructional designers don’t have their hands on many steering wheels out there. Many faculty members prefer to hold their own steering wheels and they won’t listen to others who aren’t people they consider their “peers” (i.e., essentially other faculty members).
- They often don’t get the chance to do research and to make money off that research, like faculty members do
Staffing levels are inadequate, so one takes on an ever-increasing amount of work for the same pay.

And others could add more items to this list. So no, this is not a surprise to me at all. In a potential future where team-based content creation may thrive, it appears that some team members are dropping out.

Learning Ecosystems

Yale and Harvard’s Law Schools Are Ditching the ‘U.S. News’ Rankings. Will Others Follow? [Diep]

How to survive as the only remote person in the hybrid room [Stevens]

Virtual or in-person: The next generation of trial lawyers must be prepared for anything [Horres & Bashor]

What would it take for higher education to develop/offer such “capability academies?” [Christian]

What a New Strategy at 2U Means for the Future of Online Higher Education [Hill]

The future of learning: Co-creating skills development strategies with employee preferences [Young Rivers]

Reflections on “Higher Ed Is Looking to Refill Jobs. But It’s Finding a ‘Shallow and Weak’ Candidate Pool.” [Zahneis]

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