https://www.newyorker.com/magazine/2014/06/23/the-disruption-machine
Michael Porter, a professor at the Harvard Business School. The scholar who in some respects became his successor, Clayton M. Christensen, entered a doctoral program at the Harvard Business School in 1989 and joined the faculty in 1992. Christensen was interested in why companies fail. In his 1997 book, “The Innovator’s Dilemma,” he argued that, very often, it isn’t because their executives made bad decisions but because they made good good decisions, the same kind of good decisions that had made those companies successful for decades. (The “innovator’s dilemma” is that “doing the right thing is the wrong thing.”)
Christensen called “disruptive innovation”: the selling of a cheaper, poorer-quality product that initially reaches less profitable customers but eventually takes over and devours an entire industry.
Christensen has co-written books urging disruptive innovation in higher education (“The Innovative University”), public schools (“Disrupting Class”), and health care (“The Innovator’s Prescription”).
Startups are ruthless and leaderless and unrestrained, and they seem so tiny and powerless, until you realize, but only after it’s too late, that they’re devastatingly dangerous: Bang! Ka-boom! Think of it this way: the Times is a nation-state; BuzzFeed is stateless. Disruptive innovation is competitive strategy for an age seized by terror.
Replacing “progress” with “innovation” skirts the question of whether a novelty is an improvement: the world may not be getting better and better but our devices are getting newer and newer.
The word “innovate”—to make new—used to have chiefly negative connotations: it signified excessive novelty, without purpose or end.
Joseph Schumpeter, in his landmark study of business cycles, used the word to mean bringing new products to market, a usage that spread slowly, and only in the specialized literatures of economics and business.
Disruptive innovation can reliably be seen only after the fact.
Christensen has compared the theory of disruptive innovation to a theory of nature: the theory of evolution. But among the many differences between disruption and evolution is that the advocates of disruption have an affinity for circular arguments.
Like the bursting of the dot-com bubble, the meltdown didn’t dim the fervor for disruption; instead, it fuelled it, because these products of disruption contributed to the panic on which the theory of disruption thrives.
People aren’t disk drives. Public schools, colleges and universities, churches, museums, and many hospitals, all of which have been subjected to disruptive innovation, have revenues and expenses and infrastructures, but they aren’t industries in the same way that manufacturers of hard-disk drives or truck engines or drygoods are industries. Journalism isn’t an industry in that sense, either.
Historically, institutions like museums, hospitals, schools, and universities have been supported by patronage, donations made by individuals or funding from church or state. The press has generally supported itself by charging subscribers and selling advertising. (Underwriting by corporations and foundations is a funding source of more recent vintage.) Charging for admission, membership, subscriptions and, for some, earning profits are similarities these institutions have with businesses. Still, that doesn’t make them industries, which turn things into commodities and sell them for gain.
Christensen and Eyring’s recommendations for the disruption of the modern university include a “mix of face-to-face and online learning.” The publication of “The Innovative University,” in 2011, contributed to a frenzy for Massive Open Online Courses, or moocs, at colleges and universities across the country, including a collaboration between Harvard and M.I.T., which was announced in May of 2012. Shortly afterward, the University of Virginia’s panicked board of trustees attempted to fire the president, charging her with jeopardizing the institution’s future by failing to disruptively innovate with sufficient speed;
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more on Clayton Christensen in this IMS blog
https://blog.stcloudstate.edu/ims?s=clayton
5 Reasons Why Lecture Capture Never Goes Out of Style
October 8, 10AM Central Time
Bill Cherne, VP Customer Success & Support, Sonic Foundry, has 20 years experience in both the AV and digital media industry and in managing and deploying enterprise applications and infrastructure. He has worked with Fortune 500 enterprises including American Family Insurance, Ford Motor Company, Ford Treasury and Ernst & Young, administering server infrastructures and providing consultation and design services for major software applications. In 2006, Bill joined Sonic Foundry and today leads the sales engineering team responsible for providing consultation and implementation services for Mediasite deployments and delivering customer-focused training solutions
Tammy Jackson is the Vice President of Marketing & Communications at Sonic Foundry. Tammy oversees the efforts of the company’s marketing team, developing the marketing, communication and community strategies to drive lead generation, build brand awareness and foster customer loyalty. Prior to Sonic Foundry, Tammy worked as a broadcast and print journalist for more than a decade, where she honed her passion for sharing the stories of others. She’s parlayed that passion into sharing customer successes as they creatively integrate academic and enterprise multi-media into their daily lives.
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more on Lecture Capture in this IMS blog
https://blog.stcloudstate.edu/ims?s=lecture+capture
Data-Driven Design Is Killing Our Instincts
Valuing data over design instinct puts metrics over users
Benek Lisefski August 13, 2019
https://modus.medium.com/data-driven-design-is-killing-our-instincts-d448d141653d
Overreliance on data to drive design decisions can be just as harmful as ignoring it. Data only tells one kind of story. But your project goals are often more complex than that. Goals can’t always be objectively measured.
Data-driven design is about using information gleaned from both quantitative and qualitative sources to inform how you make decisions for a set of users. Some common tools used to collect data include user surveys, A/B testing, site usage and analytics, consumer research, support logs, and discovery calls.
Designers justified their value through their innate talent for creative ideas and artistic execution. Those whose instincts reliably produced success became rock stars.
In today’s data-driven world, that instinct is less necessary and holds less power. But make no mistake, there’s still a place for it.
Data is good at measuring things that are easy to measure. Some goals are less tangible, but that doesn’t make them less important.
Data has become an authoritarian who has fired the other advisors who may have tempered his ill will. A designer’s instinct would ask, “Do people actually enjoy using this?” or “How do these tactics reflect on our reputation and brand?”
Digital interface design is going through a bland period of sameness.
Data is only as good as the questions you ask
When to use data vs. when to use instinct
Deciding between two or three options? This is where data shines. Nothing is more decisive than an A/B test to compare potential solutions and see which one actually performs better. Make sure you’re measuring long-term value metrics and not just views and clicks.
Sweating product quality and aesthetics? Turn to your instinct. The overall feeling of quality is a collection of hundreds of micro-decisions, maintained consistency, and execution with accuracy. Each one of those decisions isn’t worth validating on its own. Your users aren’t design experts, so their feedback will be too subjective and variable. Trust your design senses when finessing the details.
Unsure about user behavior? Use data rather than asking for opinions. When asked what they’ll do, customers will do what they think you want them to. Instead, trust what they actually do when they think nobody’s looking.
Building brand and reputation? Data can’t easily measure this. But we all know trustworthiness is as important as clicks (and sometimes they’re opposing goals). When building long-term reputation, trust your instinct to guide you to what’s appealing, even if it sometimes contradicts short-term data trends. You have to play the long game here.
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more on big data in this IMS blog
https://blog.stcloudstate.edu/ims?s=big+data
Imagine if we didn’t know how to use books – notes on a digital practices framework
the 20/60/20 model of change. The idea is that the top 20% of any group will be game for anything, they are your early adopters, always willing to try the next best thing. The bottom 20% of a group will hate everything and spend most of their time either subtly slowly things down or in open rebellion. The middle 60% are the people who have the potential to be won or lost depending on how good your plan is
The top stream is about all the sunshine and light about working with others on the internet. It’s advantages and pitfalls, ways in which to promote prosocial discourse. The middle stream is about pragmatics. The how’s of doing things, it starts out with simple guidelines and moves forward the technical realities of licensing, content production and tech using. The bottom stream is about the self. How to keep yourself safe, how to have a healthy relationship with the internet from a personal perspective.
Level 1 – Awareness
Level 2 – Learning
Level 3 Interacting and making
Level 4 – Teaching
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more on digital literacy in this IMS blog
https://blog.stcloudstate.edu/ims?s=digital+literacy
https://www.kqed.org/mindshift/48902/digital-note-taking-strategies-that-deepen-student-thinking
Mueller and Oppenheimer’s (2014) “The Pen is Mightier than the Keyboard” as well as Carter, Greenberg and Walker’s (2016) “Effect of Computer Usage on Academic Performance.” claim that students in lecture-style courses perform worse on assessments when allowed to use devices for note taking.
However, none of these studies question the teaching methods used in the classes themselves or whether teachers are recognizing the power of digital devices for students to create, share, connect and discover information.
Digital Organization and Content Curation
Much like students understand the concept of binders, notebooks and notes in the physical world, they need a similar system in the digital one. Whether working with dividers and subjects in a tool like Notability or sections and pages in OneNote, students need to build vocabulary to support how they house their learning.
Tagging this way not only helps students stay organized, but it could also help them to examine trends across courses or even semesters.
As a doctoral student, I use OneNote. First, I create a new digital notebook each year. Inside that, I add sections for each term as well as my different courses. Finally, my notes get organized into individual pages within the sections. When I can recall the precise location where I put a particular set of notes, I navigate directly to that page. However, on the numerous occasions when an author, vocabulary term or concept seems familiar but I cannot recall the precise moment when I took notes, then the search function becomes critical.
Multimodal Notes
With most tools (Notability, OneNote, Evernote, etc.), students can not only capture typed and handwritten notes but also incorporate photos, audio and even video. These versatile capabilities allow students to customize their note taking process to meet their learning needs. Consider these possibilities:
- Students may take notes on paper, add photos of those papers into a digital notebook, synthesize their thinking with audio or written notes, and then tag their digital notes for later retrieval.
- Students might use audio syncing — a feature that records audio and then digitally syncs it with whatever the student writes or types — to capture the context of the class discussion or lecture. When reviewing their notes, students could click or tap on their notes and then jump directly to that point in the audio recording.
- Teachers might provide students with their presentation slides or other note taking guides as PDF files. Now, students can focus on taking notes — using any modality — for synthesis, elaboration, reflection or analysis rather than in an attempt to capture content verbatim.
In 1949, neuropsychologist Donald Hebb famously wrote, “Neurons that fire together wire together.”
Concept Mapping
One of the powerful components of digital note taking is that the pages never end, and a full page isn’t an artificial barrier to limit thinking. Students can work on an infinitely expanding canvas to include as much information as they need. For example, concept mapping tools such as Coggle or Padlet allow students to create networks of ideas using text, links, images and even video without ever running out of room. (my note to John Eller – can we renew our 201-2013 discussion about pen vs computer concept mapping?)
Visible Thinking Routines
Visible Thinking routines, sets of questions designed by researchers at Harvard’s Project Zero, encourage thinking and support student inquiry.
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more on note taking in this IMS blog
https://blog.stcloudstate.edu/ims?s=note+taking