Searching for "LMS"

intelligence measure

Intelligence: a history

Intelligence has always been used as fig-leaf to justify domination and destruction. No wonder we fear super-smart robots

Stephen Cave

https://aeon.co/essays/on-the-dark-history-of-intelligence-as-domination

To say that someone is or is not intelligent has never been merely a comment on their mental faculties. It is always also a judgment on what they are permitted to do. Intelligence, in other words, is political.

The problem has taken an interesting 21st-century twist with the rise of Artificial Intelligence (AI).

The term ‘intelligence’ itself has never been popular with English-language philosophers. Nor does it have a direct translation into German or ancient Greek, two of the other great languages in the Western philosophical tradition. But that doesn’t mean philosophers weren’t interested in it. Indeed, they were obsessed with it, or more precisely a part of it: reason or rationality. The term ‘intelligence’ managed to eclipse its more old-fashioned relative in popular and political discourse only with the rise of the relatively new-fangled discipline of psychology, which claimed intelligence for itself.

Plato conclude, in The Republic, that the ideal ruler is ‘the philosopher king’, as only a philosopher can work out the proper order of things. This idea was revolutionary at the time. Athens had already experimented with democracy, the rule of the people – but to count as one of those ‘people’ you just had to be a male citizen, not necessarily intelligent. Elsewhere, the governing classes were made up of inherited elites (aristocracy), or by those who believed they had received divine instruction (theocracy), or simply by the strongest (tyranny).

Plato’s novel idea fell on the eager ears of the intellectuals, including those of his pupil Aristotle. Aristotle was always the more practical, taxonomic kind of thinker. He took the notion of the primacy of reason and used it to establish what he believed was a natural social hierarchy.

So at the dawn of Western philosophy, we have intelligence identified with the European, educated, male human. It becomes an argument for his right to dominate women, the lower classes, uncivilised peoples and non-human animals. While Plato argued for the supremacy of reason and placed it within a rather ungainly utopia, only one generation later, Aristotle presents the rule of the thinking man as obvious and natural.

The late Australian philosopher and conservationist Val Plumwood has argued that the giants of Greek philosophy set up a series of linked dualisms that continue to inform our thought. Opposing categories such as intelligent/stupid, rational/emotional and mind/body are linked, implicitly or explicitly, to others such as male/female, civilised/primitive, and human/animal. These dualisms aren’t value-neutral, but fall within a broader dualism, as Aristotle makes clear: that of dominant/subordinate or master/slave. Together, they make relationships of domination, such as patriarchy or slavery, appear to be part of the natural order of things.

Descartes rendered nature literally mindless, and so devoid of intrinsic value – which thereby legitimated the guilt-free oppression of other species.

For Kant, only reasoning creatures had moral standing. Rational beings were to be called ‘persons’ and were ‘ends in themselves’. Beings that were not rational, on the other hand, had ‘only a relative value as means, and are therefore called things’. We could do with them what we liked.

This line of thinking was extended to become a core part of the logic of colonialism. The argument ran like this: non-white peoples were less intelligent; they were therefore unqualified to rule over themselves and their lands. It was therefore perfectly legitimate – even a duty, ‘the white man’s burden’ – to destroy their cultures and take their territory.

The same logic was applied to women, who were considered too flighty and sentimental to enjoy the privileges afforded to the ‘rational man’.

Galton believe that intellectual ability was hereditary and could be enhanced through selective breeding. He decided to find a way to scientifically identify the most able members of society and encourage them to breed – prolifically, and with each other. The less intellectually capable should be discouraged from reproducing, or indeed prevented, for the sake of the species. Thus eugenics and the intelligence test were born together.

From David Hume to Friedrich Nietzsche, and Sigmund Freud through to postmodernism, there are plenty of philosophical traditions that challenge the notion that we’re as intelligent as we’d like to believe, and that intelligence is the highest virtue.

From 2001: A Space Odyssey to the Terminator films, writers have fantasised about machines rising up against us. Now we can see why. If we’re used to believing that the top spots in society should go to the brainiest, then of course we should expect to be made redundant by bigger-brained robots and sent to the bottom of the heap.

Natural stupidity, rather than artificial intelligence, remains the greatest risk.

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more on intelligence in this IMS blog
https://blog.stcloudstate.edu/ims?s=intelligence

digital assessment literacy

Eyal, L. (2012). Digital Assessment Literacy — the Core Role of the Teacher in a Digital Environment. Journal Of Educational Technology & Society, 15(2), 37-49.

http://login.libproxy.stcloudstate.edu/login?qurl=http%3a%2f%2fsearch.ebscohost.com%2flogin.aspx%3fdirect%3dtrue%26db%3daph%26AN%3d76559253%26site%3dehost-live%26scope%3dsite

Common to all is a view of the level of literacy as a measure of the quality of human capital of a society or a particular area. Literacy develops in interaction with the environment (Vygotsky, 1987).

digital assessment literacy refers to the role of the teacher as an assessor in a technology-rich environment.

Learning Management Systems (LMS) benefits and limitations

Measurement allows quantitative description of a particular characterization of an individual, expressed in numbers.

the combination of assessment and measurement provides a thorough and accurate picture, based upon which practical conclusions can be drawn (Wagner, 1997). A test is a systematic process in which an aspect of student behavior is quantitatively evaluated (Suen & Parkes, 2002).

For several decades this system of assessment has been criticized for a variety of reasons, including the separation between the teaching-learning process and the evaluation process, the relatively low level of thinking required, and the quantitative reporting of results, which does not contribute to students’ progress. In the last decade, the central argument against the tests system is that their predictability is limited to the field and context in which the students are tested, and that they do not predict student problem solving ability, teamwork, good work habits and honesty.

teachers mistakenly believe that repeating lessons will improve students’ achievements.

To evaluate how well the goals were achieved, objective measurement methods are employed (Black, et al., 2004).

Eshet- Alkalai (2004) offered a detailed conceptual framework for the term ‘digital literacy’ that includes: photo-visual thinking; reproduction thinking; branching thinking; information thinking; and socio-emotional thinking.

Eshet-Alkalai, Y. (2004). Digital literacy: A conceptual framework for survival skills in the digital era. Journal of Educational Multimedia and Hypermedia, 13(1), 93–106.

Eshet-Alkalai, Y., & Chajut, E. (2009). Changes Over Time in Digital Literacy. Cyberpsychology & Behavior, 12(6), 713-715. doi:10.1089/cpb.2008.0264

two major patterns of change over time: (a) closing the gap between younger and older participants in the tasks that emphasize profi- ciency and technical control and (b) widening the gap between younger and older participants in tasks that emphasize creativity and critical thinking. Based on the comparison with the matched control groups, we suggest that experience with technology, and not age, accounts for the observed lifelong changes in digital literacy skills

Eshet-Alkalai, Y., & Soffer, O. (2012). Guest Editorial – Navigating in the Digital Era: Digital Literacy: Socio-Cultural and Educational Aspects. Journal Of Educational Technology & Society, 15(2), 1.

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a wide range of technological, cognitive and social competences—collectively termed “Digital Literacy.” Users thus must become “digitally literate” in order to cope effectively with the complex sociological, cognitive and pedagogical challenges these technologies pose. These skills include, for example, the ability to operate computers and navigate the net effectively, to cope with large volumes of information, to evaluate the reliability of information, and to critically assess what seem to be natural (and not ideologically biased) technological tools. In a different way from the spirit of modern print, learners construct and consume knowledge in non-linear environments. They need to learn, collaborate and solve problems effectively in virtual (non face-to-face) learning environments, and to communicate effectively in technology-mediated social participation environments.

It is important to note: digital literacy, then, is not limited simply to computer and Internet operation and orientation. It also relates to a variety of epistemological and ethical issues arise due to the unique characteristics of digital technologies and that are often overlapped with trends related to the post-modern and post-structural era. These include questions regarding the authority of knowledge, intellectual property and ownership, copyright, authenticity and plagiarism. Furthermore, issues such as self-representation, virtual group dynamics, and on-line addiction also arise.

 

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more on digital literacy in this IMS blog
https://blog.stcloudstate.edu/ims?s=digital+assessment+literacy

digital learning

The Disruption of Digital Learning: Ten Things We Have Learned

Published on Featured in: Leadership & Management    https://www.linkedin.com/pulse/disruption-digital-learning-ten-things-we-have-learned-josh-bersin

meetings with Chief Learning Officers, talent management leaders, and vendors of next generation learning tools.

The corporate L&D industry is over $140 billion in size, and it crosses over into the $300 billion marketplace for college degrees, professional development, and secondary education around the world.

Digital Learning does not mean learning on your phone, it means “bringing learning to where employees are.” In other words, this new era is not only a shift in tools, it’s a shift toward employee-centric design. Shifting from “instructional design” to “experience design” and using design thinking are key here.

evolution of L&D The Evolution of Corporate Training

1) The traditional LMS is no longer the center of corporate learning, and it’s starting to go away.

LMS platforms were designed around the traditional content model, using a 17 year old standard called SCORM. SCORM is a technology developed in the 1980s, originally intended to help companies like track training records from their CD-ROM based training programs.

the paradigm that we built was focused on the idea of a “course catalog,” an artifact that makes sense for formal education, but no longer feels relevant for much of our learning today.

not saying the $4 billion LMS market is dead, but the center or action has moved (ie. their cheese has been moved). Today’s LMS is much more of a compliance management system, serving as a platform for record-keeping, and this function can now be replaced by new technologies.

We have come from a world of CD ROMs to online courseware (early 2000s) to an explosion of video and instructional content (YouTube and MOOCs in the last five years), to a new world of always-on, machine-curated content of all shapes and sizes. The LMS, which was largely architected in the early 2000s, simply has not kept up effectively.

2) The emergence of the X-API makes everything we do part of learning.

In the days of SCORM (the technology developed by Boeing in the 1980s to track CD Roms) we could only really track what you did in a traditional or e-learning course. Today all these other activities are trackable using the X-API (also called Tin Can or the Experience API). So just like Google and Facebook can track your activities on websites and your browser can track your clicks on your PC or phone, the X-API lets products like the learning record store keep track of all your digital activities at work.

Evolution of Learning Technology Standards

3) As content grows in volume, it is falling into two categories: micro-learning and macro-learning.

MicroLearning vs. MacroLearning
Understanding Macro vs. Micro Learning

4) Work Has Changed, Driving The Need for Continuous Learning

Why is all the micro learning content so important? Quite simply because the way we work has radically changed. We spend an inordinate amount of time looking for information at work, and we are constantly bombarded by distractions, messages, and emails.

The Overwhelmed Employee
Too Much Time Searching

sEmployees spend 1% of their time learning

5) Spaced Learning Has Arrived

If we consider the new world of content (micro and macro), how do we build an architecture that teaches people what to use when? Can we make it easier and avoid all this searching?

“spaced learning.”

Neurological research has proved that we don’t learn well through “binge education” like a course. We learn by being exposed to new skills and ideas over time, with spacing and questioning in between. Studies have shown that students who cram for final exams lose much of their memory within a few weeks, yet students who learn slowly with continuous reinforcement can capture skills and knowledge for decades.

Ebbinghaus forgetting curve

Spaced Learning: Repetition, Spacing, Questioning

6) A New Learning Architecture Has Emerged: With New Vendors To Consider

One of the keys to digital learning is building a new learning architecture. This means using the LMS as a “player” but not the “center,” and looking at a range of new tools and systems to bring content together.
The New Learning Landscape

On the upper left is a relatively new breed of vendors, including companies like Degreed, EdCast, Pathgather, Jam, Fuse, and others, that serve as “learning experience” platforms. They aggregate, curate, and add intelligence to content, without specifically storing content or authoring in any way. In a sense they develop a “learning experience,” and they are all modeled after magazine-like interfaces that enables users to browse, read, consume, and rate content.

The second category the “program experience platforms” or “learning delivery systems.” These companies, which include vendors like NovoEd, EdX, Intrepid, Everwise, and many others (including many LMS vendors), help you build a traditional learning “program” in an open and easy way. They offer pathways, chapters, social features, and features for assessment, scoring, and instructor interaction. While many of these features belong in an LMS, these systems are built in a modern cloud architecture, and they are effective for programs like sales training, executive development, onboarding, and more. In many ways you can consider them “open MOOC platforms” that let you build your own MOOCs.

The third category at the top I call “micro-learning platforms” or “adaptive learning platforms.” These are systems that operate more like intelligent, learning-centric content management systems that help you take lots of content, arrange it into micro-learning pathways and programs, and serve it up to learners at just the right time. Qstream, for example, has focused initially on sales training – and clients tell me it is useful at using spaced learning to help sales people stay up to speed (they are also entering the market for management development). Axonify is a fast-growing vendor that serves many markets, including safety training and compliance training, where people are reminded of important practices on a regular basis, and learning is assessed and tracked. Vendors in this category, again, offer LMS-like functionality, but in a way that tends to be far more useful and modern than traditional LMS systems. And I expect many others to enter this space.

Perhaps the most exciting part of tools today is the growth of AI and machine-learning systems, as well as the huge potential for virtual reality.

A Digital Learning Architecture

7) Traditional Coaching, Training, and Culture of Learning Has Not Gone Away

The importance of culture and management

8) A New Business Model for Learning

he days of spending millions of dollars on learning platforms is starting to come to an end. We do have to make strategic decisions about what vendors to select, but given the rapid and immature state of the market, I would warn against spending too much money on any one vendor at a time. The market has yet to shake out, and many of these vendors could go out of business, be acquired, or simply become irrelevant in 3-5 years.

9) The Impact of Microsoft, Google, Facebook, and Slack Is Coming

The newest versions of Microsoft Teams, Google Hangouts and Google Drive, Workplace by Facebook, Slack, and other enterprise IT products now give employees the opportunity to share content, view videos, and find context-relevant documents in the flow of their daily work.

We can imagine that Microsoft’s acquisition of LinkedIn will result in some integration of Lynda.com content in the flow of work. (Imagine if you are trying to build a spreadsheet and a relevant Lynda course opens up). This is an example of “delivering learning to where people are.”

New work environments will be learning environments

10) A new set of skills and capabilities in L&D

It’s no longer enough to consider yourself a “trainer” or “instructional designer” by career. While instructional design continues to play a role, we now need L&D to focus on “experience design,” “design thinking,” the development of “employee journey maps,” and much more experimental, data-driven, solutions in the flow of work.

lmost all the companies are now teaching themselves design thinking, they are using MVP (minimal viable product) approaches to new solutions, and they are focusing on understanding and addressing the “employee experience,” rather than just injecting new training programs into the company.
New Capabilities Needed

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more on elearning in this IMS blog
https://blog.stcloudstate.edu/ims?s=elearning

Susan Grajek at Bryan Alexander on IT and education

Susan Grajek at Bryan Alexander on IT and education

Forum takes a deep dive into higher education and technology. On Thursday, March 23rd, from 2-3 pm EST we will be joined by Susan Grajek, the vice president for communities and research at EDUCAUSE

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Top 10 IT Issues, 2017: Foundations for Student Success

blended librarian

Thursday, March 2nd, 2017 at 3:00 pm ET

Join the Blended Librarians Online Learning Community for the second webcast in a series of conversations with Blended Librarians. This session explores the role of Blended Librarians by discussing with our panel how they developed their skills, how they obtained their positions, what their work is like, what their challenges are and what they enjoy about being a Blended Librarian. This panel conversation takes place on Thursday, March 2, 2017 at 3 p.m. EST with our guests J. Lindsay O’Neill, Francesca Marineo, Kristin (Miller) Woodward, Julie Hartwell, and Amanda Clossen.

Panelists

  • Lindsay O’Neill is the Instructional Design Librarian at California State University, Fullerton’s Pollak Library, where she designs and develops tutorials related to information literacy and library research using Articulate Storyline, Adobe Captivate, and Camtasia. She is also a faculty member in CSUF’s Master of Science in Instructional Design and Technology program. Lindsay regularly consults on effective pedagogy, instructional design, educational technology, open licensing, and accessibility. Lindsay holds a Master in Education, specializing in Educational Technology/Instructional Design, as well as a Master of Library and Information Science.
  • Francesca Marineo is an instructional design librarian at Nevada State College. She received her MLIS from the University of California, Los Angeles, where she discovered her profound passion for information literacy instruction. Currently pursuing a Master in Educational Psychology, she focuses on improving teaching and learning in higher education through innovative pedagogy and data-driven design.
  • Kristin Woodward is Online Programs and Instructional Design Coordinator at UWM Libraries. In this role Kristin consults with faculty and teaching staff to build information competencies and library resources into the framework of online, hybrid and competency based courses. Kristin also serves as the campus lead for the student-funded Open Textbook and OER Project as well as the library team lead for Scholarly Communication.
  • Julie Hartwell is an Instructional Design Librarian at the University of Missouri-Kansas City’s Miller Nichols Library. She serves as liaison to the Sociology, Criminal Justice, and Instructional Design departments. She contributes to the creation of library learning objects and instruction for the library’s Research Essentials program. She is a content creator and instructional designer for the New Literacies Alliance, an inter-institutional information literacy consortium. Julie is a Quality Matters Peer Reviewer. She received her masters of library and information science from the University of Iowa.
  • Amanda Clossen has been working as the Learning Design Librarian at Penn State University Libraries for the past five years. In this position, she has worked on projects spanning the micro to macro aspects of learning design. She has created award-winning videos, overseen Penn State’s transition from an in-house guide product to LibGuides, and was deeply involved in integrating the Libraries in the new LMS, Canvas. Her research interests include accessibility, video usability, and concept based teaching.

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more on blended librarian in this IMS blog
https://blog.stcloudstate.edu/ims?s=blended+librarian

synchronous online learning

Creating Collaborative, Interactive & Engaging Online Learning Environments with Shindig

Shindig Interactive Video Chat for Canvas LMS, February 6, 2:00 – 3:00pm (EST)

Shindig recently announced its integration with Canvas by Instructure, bringing the former’s video chat platform to the learning management system.

Attend this webinar to learn how instructors can instantly schedule, customize and launch Shindig sessions directly from within the Canvas LMS, as well as automatically add the video chat sessions to students’ schedules.

Learn about the positive impact of collaborative and interactive learning environments on student success first-hand from educators and instructional technologists from leading universities. This session will highlight different use cases Shindig can be utilized for, including course delivery, office hours, guest speakers, workshops and more.

Early adopters of the Shindig platform will also be sharing highlight videos of their use of the platform and answering questions attendees may have.

Shindig Early Adopter Guest Speakers:

  • Michael AngillettaProfessor & Senior Sustainability Scholar, Associate Director of Undergraduate Programs, Arizona State University

Note: Watch the brief tutorial video, Canvas for Shindig

The Shindig Canvas plugin is available for free on a public GitHub Repo. Once the plugin is installed in the university’s LMS, IT administrators can contact Shindig for an API key to enable the creation of on-demand Shindig sessions in Canvas. The company is offering each Canvas client institution 10 free Shindig sessions of up to 1,000 attendees.
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First-time users: upon entering the room, click “Allow” to the Flash prompt requesting access to your webcam. (Chrome users may need to click Allow a second time).

Note: The Shindig app currently only supports interacting with the featured speakers through text. To fully enjoy the Shindig experience and be enabled to ask video chat questions of the speaker or video chat privately with other participants, please log in from a computer with webcam and microphone capabilities.

Credly Badges on Canvas

Credly Badges Now Available Through Canvas

By Rhea Kelly 01/09/17

https://campustechnology.com/articles/2017/01/09/credly-badges-now-available-through-canvas.aspx

Students can now earn digital badges when they complete modules in Canvas, thanks to a new partnership between Credly and the learning management system from Instructure.

“Digital badges are a powerful and employer-friendly complement to grades and other information traditionally found on a college transcript,” said Brenda Perea, instructional design project manager at Colorado Community College System, which deployed an early pilot of Credly Learning Edition for Canvas.

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more on badges in this IMS blog
https://blog.stcloudstate.edu/ims?s=badges

compensation for online

Compensation for creation of online courses

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I absolutely echo Kimber’s notion that a team approach to course development can actually take longer, even when one of the team members is an instructional designer. Perhaps because faculty members are used to controlling all aspects of their course development and delivery, the division of labor concept may feel too foreign to them. An issue that is similar in nature and referred to as ‘unbundling the faculty role’ is discussed at length in the development of competency-based education (CBE) courses and it is not typically a concept that faculty embrace.

Robin

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I will also confirm that the team approach to course development can take longer.  Indeed it does in my experience.  It requires much more “back and forth”, negotiating of who is doing what, ensuring that the overall approach is congruent, etc.  That’s not to say that it’s not a worthwhile endeavor in some cases where it makes pedagogical sense (in our case we are designing courses for 18-22 year-old campus-based learners and 22+ year-old fully online learners at the same time), but if time/cost savings is the goal, you will be sorely disappointed, in my experience.  The “divide and conquer” approach requires a LOT of coordination and oversight.  Without that you will likely have a cobbled together, hodgepodge of a course that doesn’t meet expectations.

Best, Carine  Director, Office of Instructional Design & Academic Technology Ottawa University 1001 S. Cedar St. * Ottawa, KS 66067 carine.ullom@ottawa.edu * 785-248-2510

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Breaking up a course and coming up with a cohesive design and approach, could make the design process longer. At SSC, we generally work with our faculty over the course of a semester for each course. When we’ve worked with teams, we have not seen a shortened timeline.
The length of time it takes to develop a course depends on the content. Are there videos? If so, they have to be created, which is time-consuming, plus they either need to have a transcript created or they need subtitles. Both of those can be time-consuming. PowerPoint slides take time, plus, they need more content to make them relevant. We are working with our faculty to use the Universal Design for Learning model, which means we’re challenging them to create the content to benefit the most learners
I have a very small team whose sole focus is course design and it takes us 3-4 weeks to design a course and it’s our full-time job!

Linda
Linda C. Morosko, MA Director, eStarkState Division of Student Success 330-494-6170 ext. 4973 lmorosko@starkstate.edu

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Kelvin, we also use the 8-week development cycle, but do occasionally have to lengthen that cycle for particularly complex courses or in rare cases when the SME has had medical emergencies or other major life disruptions.  I would be surprised if multiple faculty working on a course could develop it any more quickly than a single faculty member, though, because of the additional time required for them to agree and the dispersed sense of responsibility. Interesting idea.

-Kimber

Dr. Kimberly D. Barnett Gibson, Assistant Vice President for Academic Affairs and Online Learning Our Lady of the Lake University 411 SW 24th Street San Antonio, TX 78207 Kgibson@ollusa.edu 210.431.5574 BlackBoard IM kimberly.gibson  https://www.pinterest.com/drkdbgavpol@drkimberTweets

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Hello everyone. As a follow-up to the current thread, how long do you typically give hey course developer to develop a master course for your institution? We currently use an eight week model but some faculty have indicated that that is not enough time for them although we have teams of 2 to 4 faculty developing such content. Our current assumption is that with teams, there can be divisions of labor that can reduce the total amount time needed during the course development process.

Kelvin Bentley, PhD Vice President of Academic Affairs, TCC Connect Campus Tarrant County College District

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At Berkeley College, full-time faculty may develop online courses in conjunction with an instructional designer.   The course is used as a master template for other sections to be assigned from. Once the course has been scheduled and taught, the faculty member receives a stipend.  The faculty member would receive their normal pay to teach the developed course as part of their semester course load, with no additional royalties assigned for it or any additional sections that may be provided to students.

Regards, Gina   Gina Okun Assistant Dean, Online Berkeley College  64 East Midland Avenue, Suite 2, Paramus, NJ 07652 (973)405-2111  x6309 gina-okun@berkeleycollege.edu

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We operate with nearly all adjunct faculty where >70% of enrollment credits are onlinez
With one exception that I can recall, the development contract includes the college’s outright ownership, with no royalty rights. One of the issues with a royalty based arrangement would be what to do when the course is revised (which happens nearly every term, to one degree or another). At what point does the course begin to take on the character of another person’s input?
What do you do if the course is adapted for a shorter summer term, or a between-term intensive? What if new media tools or a different LMS are used? Is the royalty arrangement based on the syllabus or the course content itself? What happens if the textbook goes out of print, or an Open resource becomes available? What happens if students evaluate the course poorly?
I’m not in position to set this policy — I’m only reporting it. I like the idea of a royalty arrangement but it seems like it could get pretty messy. It isn’t as if you are licensing a song or an image where the original product doesn’t change. Courses, the modes of delivery, and the means of communication change all the time. Seems like it would be hard to define what constitutes “the course” after a certain amount of time.

Steve Covello Rich Media Specialist/Instructional Designer/Online Instructor Chalk & Wire e-Portfolio Administrator Granite State College 603-513-1346 Video chat: https://appear.in/id.team  Scheduling: http://meetme.so/stevecovello

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I’ve worked with many institutions that have used Subject Matter Experts (SMEs) to develop or provide the online course content. Most often, the institutions also provide a resource in the form of an Instructional Designer (ID) to take the content and create the actual course environment.

The SME is paid on a contract basis for provision of the content. This is a one-time payment, and the institution then owns the course content (other than integrated published materials such as text books, licensed online lab products, etc.). The SME may be an existing faculty member at the institution or not, or the SME may go on to teach the course at the institution. In any event, whoever teaches the course would be paid the standard faculty rate for the course. If the course requires revisions to the extent that a person will need to be engaged for content updates, then that can be a negotiated contract. Typically it is some fraction of the original development cost. No royalties are involved.

Hap Aziz, Ed.D. @digitalhap http:hapaziz.wordpress.com

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Within SUNY, there is some variance regarding whether a stipend is paid for development or not. In either case, since we are unionized there is policy regarding IP. IP resides with the faculty developer unless both parties agree in writing in the form of a contract to assign or share rights.

Policy statement: http://uupinfo.org/reports/reportpdf/IntellectualPropertyUpdated2016.pdf

Thank you for your feedback on this issue. Our institution does does not provide a royalty as we consider course development as a fee-for-service arrangement. We pay teams of 2-4 faculty $1000 each to develop master course shells for our high-enrollment courses.  Instead of a royalty fee, I think an institution can simply provide course developers the perk of first right of refusal to teach the course when it offered as well as providing course developers with the first option to make revisions to the course shell over time.

Kelvin

Kelvin Bentley, Ph.D. Vice President of Academic Affairs, TCC Connect Campus Tarrant County College District

Once upon a time, and several positions ago, we set up a google doc for capturing all kinds of data points across institutions, like this. I’m sure it’s far out of date, but may still have some ideas or info in there – and could possibly be dusted off and oiled up for re-use… I present the Blend-Online Data Collector. This tab is for course development payment.

Kind regards,

Clark

Clark Shah-Nelson

Assistant Dean, Instructional Design and Technology
University of Maryland School of Social Work—Twitter … LinkedIn —voice/SMS: (646) 535-7272fax: 270.514.0112

Hi Jenn,

Just want to clarify…you say faculty “sign over all intellectual property rights of the course to the college.” but later in the email say “Faculty own all intellectual property and can take it with them to teach at another institution”, so is your policy changing to the former? Or, is it the later and that is what you are asking about?

I’ll send details on our policy directly to your email account.

Best,

Ellen

On Tue, Dec 6, 2016 at 9:43 AM, Jennifer Stevens <jennifer_stevens@emerson.edu> wrote:

Hello all,

I am tasked with finding out what the going rate is for the following model:
We pay an adjunct faculty member (“teaching faculty”) a set amount in order to develop an online course and sign over all intellectual property rights of the course to the college.
Is anyone doing this? I’ve heard of models that include royalties, but I personally don’t know of any that offer straight payment for IP. I know this can be a touchy subject, so feel free to respond directly to me and I will return and post a range of payment rates with no other identifying data.
For some comparison, we are currently paying full time faculty a $5000 stipend to spend a semester developing their very first online class, and then they get paid to teach the class. Subsequent online class developments are unpaid. Emerson owns the course description and course shell and is allowed to show the course to future faculty who will teach the online course. Faculty own all intellectual property and can take it with them to teach at another institution. More info: http://www.emerson.edu/itg/online-emerson/frequently-asked-questions
I asked this on another list, but wanted to get Blend_Online’s opinion as well. Thanks for any pointers!
Jenn Stevens
Director | Instructional Technology Group | 403A Walker Building  |  Emerson College  |  120 Boylston St  |  Boston MA 02116  |  (617) 824-3093

Ellen M. Murphy

Director of Program Development
Graduate Professional Studies

Brandeis University Rabb School

781-736-8737

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more on compensation for online courses in this IMS blog:
https://blog.stcloudstate.edu/ims?s=online+compensation

Blackboard Learn Gets Dropbox Integration

By David Nagel 10/25/2016

https://thejournal.com/articles/2016/10/25/blackboard-learn-gets-dropbox-integration.aspx

Announced at the Educause 2016 conference, Blackboard Learn users will now be able to collaborate on documents using the cloud sharing platform Dropbox.

My note: BB is only catching up with Google, which has Google Drive (~ Dropbox) and Google Classroom (~ BB). It doesn’t matter how much hype BB is trying to produce, the fact is that BB is behind.
D2L is even farther behind, without an integration of any video tool. Google has Google Hangouts and BB purchased several video conferencing tools until it got “the right one.”
D2L announce in 2010 an integration with Skype but it has not happened. Now, D2L will be double behind without integration of a cloud-based file space.

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more on LMS in this IMS blog:
https://blog.stcloudstate.edu/ims?s=lms

teaching with technology

Boulder Faculty Teaching with Technology Report
Sarah Wise, Education Researcher ,  Megan Meyer, Research Assistant, March 8,2016

http://www.colorado.edu/assett/sites/default/files/attached-files/final-fac-survey-full-report.pdf

Faculty perceive undergraduates to be less proficient with digital literacy skills. One-third think
their students do not find or organize digital information very well. The majority (52%) think
they lack skill in validating digital information.
My note: for the SCSU librarians, digital literacy is fancy word for information literacy. Digital literacy, as used in this report is much greater area, which encompasses much broader set of skills
Faculty do not prefer to teach online (57%) or in a hybrid format (where some sessions occur
online, 32%). One-third of faculty reported no experience with these least popular course types
my note: pay attention to the questions asked; questions I am asking Mike Penrod to let me work with faculty for years. Questions, which are snubbed by CETL and a dominance of D2L and MnSCU mandated tools is established.

Table 5. Do you use these in-class technologies for teaching undergraduates? Which are the Top 3 in-class technologies you would like to learn or use more? (n = 442)

Top 3 use in most of my classes have used in some classes tried, but do not use  

N/A: no experience

in-class activities, problems (via worksheets, tablets, laptops, simulations, beSocratic, etc.)  

52%

 

33%

 

30%

 

6%

 

30%

in-class question, discussion tools (e.g. Twitter, TodaysMeet, aka “backchannel communication”)  

 

47%

 

 

8%

 

 

13%

 

 

11%

 

 

68%

using online resources to find high quality curricular materials  

37%

 

48%

 

31%

 

3%

 

18%

iClickers 24% 23% 16% 9% 52%
other presentation tool (Prezi, Google presentation, Slide Carnival, etc.)  

23%

 

14%

 

21%

 

15%

 

51%

whiteboard / blackboard 20% 58% 23% 6% 14%
Powerpoint or Keynote 20% 74% 16% 4% 5%
document camera / overhead projector 15% 28% 20% 14% 38%

 

Table 6. Do you have undergraduates use these assignment technology tools? Which are your Top 3 assignment technology tools to learn about or use more? (n = 432)

Top 3 use in most of my classes have used in some classes tried, but do not use N/A: no experience using
collaborative reading and discussion tools (e.g. VoiceThread, NB, NotaBene, Highlighter, beSocratic) 43% 3% 10% 10% 77%
collaborative project, writing, editing tools (wikis, PBWorks, Weebly, Google Drive, Dropbox, Zotero)  

38%

 

16%

 

29%

 

12%

 

43%

online practice problems / quizzes with instant feedback 36% 22% 22% 8% 47%
online discussions (D2L, Today’s Meet, etc) 31% 33% 21% 15% 30%
individual written assignment, presentation and project tools (blogs, assignment submission, Powerpoint, Prezi, Adobe Creative Suite, etc.)  

31%

 

43%

 

28%

 

7%

 

22%

research tools (Chinook, pubMed, Google Scholar, Mendeley, Zotero, Evernote) 30% 33% 32% 8% 27%
online practice (problems, quizzes, simulations, games, CAPA, Pearson Mastering, etc.) 27% 20% 21% 7% 52%
data analysis tools (SPSS, R, Latex, Excel, NVivo, MATLAB, etc.) 24% 9% 23% 6% 62%
readings (online textbooks, articles, e-books) 21% 68% 23% 1% 8%

Table 7. Do you use any of these online tools in your teaching? Which are the Top 3 online tools you would like to learn about or use more? (n = 437)

 

 

 

Top 3

 

use in most of my classes

 

have used in some classes

 

tried, but do not use

N/A: no experience using
videos/animations produced for my course (online lectures, Lecture Capture, Camtasia, Vimeo)  

38%

 

14%

 

21%

 

11%

 

54%

chat-based office hours or meetings (D2L chat, Google Hangouts, texting, tutoring portals, etc.)  

36%

 

4%

 

9%

 

10%

 

76%

simulations, PhET, educational games 27% 7% 17% 6% 70%
videoconferencing-based office hours or meetings (Zoom, Skype, Continuing Education’s Composition hub, etc.)  

26%

 

4%

 

13%

 

11%

 

72%

alternative to D2L (moodle, Google Site, wordpress course website) 23% 11% 10% 13% 66%
D2L course platform 23% 81% 7% 4% 8%
online tutorials and trainings (OIT tutorials, Lynda.com videos) 21% 4% 16% 13% 68%
D2L as a portal to other learning tools (homework websites, videos, simulations, Nota Bene/NB, Voice Thread, etc.)  

21%

 

28%

 

18%

 

11%

 

42%

videos/animations produced elsewhere 19% 40% 36% 2% 22%

In both large and small classes, the most common responses faculty make to digital distraction are to discuss why it is a problem and to limit or ban phones in class.
my note: which completely defies the BYOD and turns into empty talk / lip service.

Quite a number of other faculty (n = 18) reported putting the onus on themselves to plan engaging and busy class sessions to preclude distraction, for example:

“If my students are more interested in their laptops than my course material, I need to make my curriculum more interesting.”

I have not found this to be a problem. When the teaching and learning are both engaged/engaging, device problems tend to disappear.”

The most common complaint related to students and technology was their lack of common technological skills, including D2L and Google, and needing to take time to teach these skills in class (n = 14). Two commented that digital skills in today’s students were lower than in their students 10 years ago.

Table 9. Which of the following are the most effective types of learning opportunities about teaching, for you? Chose your Top 2-3. (n = 473)

Count           Percentage

meeting 1:1 with an expert 296 63%
hour-long workshop 240 51%
contact an expert on-call (phone, email, etc) 155 33%
faculty learning community (meeting across asemester,

e.g. ASSETT’s Hybrid/Online Course Design Seminar)

116 25%
expert hands-on support for course redesign (e.g. OIT’s Academic Design Team) 114 24%
opportunity to apply for grant funding with expert support, for a project I design (e.g. ASSETT’s Development Awards)  

97

 

21%

half-day or day-long workshop 98 21%
other 40 8%
multi-day retreats / institutes 30 6%

Faculty indicated that the best times for them to attend teaching professional developments across the year are before and early semester, and summer. They were split among all options for meeting across one week, but preferred afternoon sessions to mornings. Only 8% of respondents (n = 40) indicated they would not likely attend any professional development session (Table 10).

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Teaching Through Technology
http://www.maine.edu/pdf/T4FinalYear1ReportCRE.pdf

Table T1: Faculty beliefs about using digital technologies in teaching

Count Column N%
Technology is a significant barrier to teaching and learning. 1 0.2%
Technology can have a place in teaching, but often detracts from teaching and learning. 76 18.3%
Technology has a place in teaching, and usually enhances the teaching learning process. 233 56.0%
Technology greatly enhances the teaching learning process. 106 25.5%

Table T2: Faculty beliefs about the impact of technology on courses

Count Column N%
Makes a more effective course 302 72.6%
Makes no difference in the effectiveness of a course 42 10.1%
Makes a less effective course 7 1.7%
Has an unknown impact 65 15.6%

Table T3: Faculty use of common technologies (most frequently selected categories shaded)

Once a month or less A few hours a month A few hours a week An hour a day Several hours a day
Count % Count % Count % Count % Count %
Computer 19 4.8% 15 3.8% 46 11.5% 37 9.3% 282 70.7%
Smart Phone 220 60.6% 42 11.6% 32 8.8% 45 12.4% 24 6.6%
Office Software 31 7.8% 19 4.8% 41 10.3% 82 20.6% 226 56.6%
Email 1 0.2% 19 4.6% 53 12.8% 98 23.7% 243 58.7%
Social Networking 243 68.8% 40 11.3% 40 11.3% 23 6.5% 7 2.0%
Video/Sound Media 105 27.6% 96 25.2% 95 24.9% 53 13.9% 32 8.4%

Table T9: One sample t-test for influence of technology on approaches to grading and assessment

Test Value = 50
t df Sig. (2-tailed) Mean Difference 95% Confidence Interval of the Difference
Lower Upper
In class tests and quizzes -4.369 78 .000 -9.74684 -14.1886 -5.3051
Online tests and quizzes 5.624 69 .000 14.77143 9.5313 20.0115
Ungraded  assessments 1.176 66 .244 2.17910 -1.5208 5.8790
Formative assessment 5.534 70 .000 9.56338 6.1169 13.0099
Short essays, papers, lab reports, etc. 2.876 70 .005 5.45070 1.6702 9.2312
Extended essays and major projects or performances 1.931 69 .058 3.67143 -.1219 7.4648
Collaborative learning projects .000 73 1.000 .00000 -4.9819 4.9819

Table T10: Rate the degree to which your role as a faculty member and teacher has changed as a result of increased as a result of increased use of technology

Strongly Disagree Disagree Somewhat Disagree Somewhat Agree Agree Strongly Agree
Count % Count % Count % Count % Count % Count %
shifting from the role of content expert to one of learning facilitator  

12

 

9.2%

 

22

 

16.9%

 

14

 

10.8%

 

37

 

28.5%

 

29

 

22.3%

 

16

 

12.3%

your primary role is to provide content for students  

14

 

10.9%

 

13

 

10.1%

 

28

 

21.7%

 

29

 

22.5%

 

25

 

19.4%

 

20

 

15.5%

your identification with your University is increased  

23

 

18.3%

 

26

 

20.6%

 

42

 

33.3%

 

20

 

15.9%

 

12

 

9.5%

 

3

 

2.4%

you have less ownership of your course content  

26

 

20.2%

 

39

 

30.2%

 

24

 

18.6%

 

21

 

16.3%

 

14

 

10.9%

 

5

 

3.9%

your role as a teacher is strengthened 13 10.1% 12 9.3% 26 20.2% 37 28.7% 29 22.5% 12 9.3%
your overall control over your course(s) is diminished  

23

 

17.7%

 

44

 

33.8%

 

30

 

23.1%

 

20

 

15.4%

 

7

 

5.4%

 

6

 

4.6%

Table T14: One sample t-test for influence of technology on faculty time spent on specific teaching activities

Test Value = 50
t df Sig. (2-tailed) Mean Difference 95% Confidence Interval of the Difference
Lower Upper
Lecturing -7.381 88 .000 -12.04494 -15.2879 -8.8020
Preparing course materials 9.246 96 .000 16.85567 13.2370 20.4744
Identifying course materials 8.111 85 .000 13.80233 10.4191 17.1856
Grading / assessing 5.221 87 .000 10.48864 6.4959 14.4813
Course design 12.962 94 .000 21.55789 18.2558 24.8600
Increasing access to materials for all types of learners 8.632 86 .000 16.12644 12.4126 19.8403
Reading student discussion posts 10.102 79 .000 21.98750 17.6553 26.3197
Email to/with students 15.809 93 .000 26.62766 23.2830 29.9724

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Study of Faculty and Information Technology, 2014

http://net.educause.edu/ir/library/pdf/ers1407/ers1407.pdf

Although the LMS is pervasive in higher education, 15% of faculty said that they
do not use the LMS at all. Survey demographics suggest these nonusers are part of
the more mature faculty ranks, with a tenure status, more than 10 years of teaching
experience, and a full-professor standing.
18
The vast majority of faculty use the LMS
to conduct or support their teaching activities, but only three in five LMS users (60%)
said it is critical to their teaching. The ways in which faculty typically use the LMS are
presented in figure 8.
19
Pushing out information such as a syllabus or other handout
is the most common use of the LMS (58%), which is a basic functionality of the
first-generation systems that emerged in the late 1990s, and it remains one of the core
features of any LMS.
20
Many institutions preload the LMS with basic course content
(58%), up about 12% since 2011, and this base gives instructors a prepopulated plat
form from which to build their courses.
21
Preloading basic content does not appear to
preclude faculty from making the LMS part of their daily digital habit; a small majority
of faculty (56%) reported using the LMS daily, and another 37% use it weekly.

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Digital Literacy, Engagement, and Digital Identity Development

https://www.insidehighered.com/blogs/student-affairs-and-technology/digital-literacy-engagement-and-digital-identity-development

igital Literacy, Engagement, and Digital Identity Development

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more on digital literacy in this IMS blog

https://blog.stcloudstate.edu/ims?s=digital+literacy

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