Searching for "disrupt"
NMC Horizon Report > 2017 Library Edition
http://www.nmc.org/publication/nmc-horizon-report-2017-library-edition/
PDF file 2017-nmc-horizon-report-library-EN-20ml00b
p. 26 Improving Digital Literacy
As social networking platforms proliferate and more interactions take place digitally, there are more opportunities for propagation of misinformation, copyright infringement, and privacy breaches.
p. 34 Embracing the need for radical change
40% of faculty report that their students ” rarely” interact with campus librarians.
Empathy as the Leader’s Path to Change | Leading From the Library, By Steven Bell on October 27, 2016, http://lj.libraryjournal.com/2016/10/opinion/leading-from-the-library/empathy-as-the-leaders-path-to-change-leading-from-the-library/
Empathy as a critical quality for leaders was popularized in Daniel Goleman’s work about emotional intelligence. It is also a core component of Karol Wasylyshyn’s formula for achieving remarkable leadership. Elizabeth Borges, a women’s leadership program organizer and leadership consultant, recommends a particular practice, cognitive empathy.
Leadership in disruptive times, James M. Matarazzo, Toby Pearlstein, First Published September 27, 2016, http://journals.sagepub.com/doi/full/10.1177/0340035216658911
What is library leadership? a library leader is defined as the individual who articulates a vision for the organization/task and is able to inspire support and action to achieve the vision. A manager, on the other hand, is the individual tasked with organizing and carrying out the day-to-day operational activities to achieve the vision.Work places are organized in hierarchical and in team structures. Managers are appointed to administer business units or organizations whereas leaders may emerge from all levels of the hierarchical structures. Within a volatile climate the need for strong leadership is essential.
Leaders are developed and educated within the working environment where they act and co-work with their partners and colleagues. Effective leadership complies with the mission and goals of the organization. Several assets distinguish qualitative leadership:
Mentoring. Motivation. Personal development and skills. Inspiration and collaboration. Engagement. Success and failure. Risk taking. Attributes of leaders.
Leaders require having creative minds in shaping strategies and solving problems. They are mentors for the staff, work hard and inspire them to do more with less and to start small and grow big. Staff need to be motivated to work at their optimum performance level. Leadership entails awareness of the responsibilities inherent to the roles of a leader. However, effective leadership requires the support of the upper management.
p. 36. Developments in Technology for Academic and Research Libraries
http://horizon.wiki.nmc.org/Horizon+Topics
- consumer technologies
- Digital strategies are not so much technologies as they are ways of using devices and software to enrich teaching, learning, research and information management, whether inside or outside the library. Effective Digital strategies can be used in both information and formal learning; what makes them interesting is that they transcended conventional ideas to create something that feels new, meaningful, and 21st century.
- enabling technologies
this group of technologies is where substantive technological innovation begins to be visible.
- Internet technologies.
- learning technologies
- social media technologies. could have been subsumed under the consumer technology category, but they have become so ever-present and so widely used in every part of society that they have been elevated to their own category. As well-established as social media is, it continues to evolve at a rapid pace, with new ideas, tools, and developments coming online constantly.
- Visualization technologies. from simple infographics to complex forms of visual data analysis. What they have in common is that they tap the brain’s inherent ability to rapidly process visual information, identify patterns, and sense order in complex situations. These technologies are a growing cluster of tools and processes for mining large data sets, exploring dynamic processes, and generally making the complex simple.
p. 38 Big Data
Big data has significant implications for academic libraries in their roles as facilitators and supporters of the research process. big data use in the form of digital humanities research. Libraries are increasingly seeking to recruit for positions such as research data librarians, data curation specialists, or data visualization specialists
p. 40 Digital Scholarship Technologies
digital humanities scholars are leveraging new tools to aid in their work. ubiquity of new forms of communication including social media, text analysis software such as Umigon is helping researchers gauge public sentiment. The tool aggregates and classifies tweets as negative, positive, or neutral.
p. 42 Library Services Platforms
Diversity of format and materials, in turn, required new approaches to content collection and curation that were unavailable in the incumbent integrated library systems (ILS), which are primarily designed for print materials. LSP is different from ILS in numerous ways. Conceptually, LSPs are modeled on the idea of software as a service (SaaS),which entails delivering software applications over the internet.
p. 44 Online Identity.
incorporated the management of digital footprints into their programming and resources
simplify the idea of digital footprint as“data about the data” that people are searching or using online. As resident champions for advancing digital literacy,304 academic and research libraries are well-positioned to guide the process of understanding and crafting online identities.
Libraries are becoming integral players in helping students understand how to create and manage their online identities. website includes a social media skills portal that enables students to view their digital presence through the lens in which others see them, and then learn how they compare to their peers.
p. 46 Artificial Intelligence
https://www.semanticscholar.org/
p. 48 IoT
beacons are another iteration of the IoT that libraries have adopted; these small wireless devices transmit a small package of data continuously so that when devices come into proximity of the beacon’s transmission, functions are triggered based on a related application.340 Aruba Bluetooth low-energy beacons to link digital resources to physical locations, guiding patrons to these resources through their custom navigation app and augmenting the user experience with location-based information, tutorials, and videos.
students and their computer science professor have partnered with Bavaria’s State Library to develop a library app that triggers supplementary information about its art collection or other points of interest as users explore the space
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more on Horizon Reports in this IMS blog
https://blog.stcloudstate.edu/ims?s=horizon+report
Pros and Cons of PowerPoint, Keynote, and Prezi
Posted by Gabrielle Reed | April 19, 2016
https://www.ethos3.com/2016/04/pros-and-cons-of-powerpoint-keynote-and-prezi/
PowerPoint
Pros
The versatility and compatibility of PowerPoint is a primary selling point for many presenters. Since it functions with both Microsoft Windows and Mac OS, PowerPoint is especially ideal for users intending to distribute their presentation out to other individuals and groups. Compared to Keynote and Prezi, PowerPoint has robust design options and multimedia capabilities. Through this program, users are able to follow a simple process to add audio and video clips to their slides.
Cons
Although PowerPoint is compatible across both Mac and PCs, the quality of the program is not created equal on each system – with the Mac version falling short of the PC version. On the design front, what PowerPoint makes up for in design options, it lacks in design function. Plus, audiences may perceive PowerPoint templates and themes as outdated
Keynote
Pros
For those well-versed in Mac applications, Keynote will be breeze. Beginning presenters, along with veterans who are pressed for time will also appreciate the ease of Keynote. Equipped with templates with built-in layouts into the themes, Keynote allows its users to essentially knock out two birds with one stone. Are you featuring animations in your deck? Keynote handles these much better than PowerPoint or Prezi. Compared to PowerPoint, Keynote boasts more elegant, sleek templates and design features powered by Adobe programs. If you want to save your Keynote presentations as a YouTube video or Quicktime slideshow, there will be no hassle involved in the effort.
Cons
PC users might really struggle with Keynote upon first introduction. For example, the application’s design tools are nested in dropdown menus and tabs, possibly foreign to the avid PC user.
Prezi
Pros
Prezi is a useful option for particularly storytelling-driven presentations. It’s non-linear storytelling capabilities far surpass the offerings in either PowerPoint or Keynote. From integrating multimedia and pngs and vector images constructed outside the web-based application fairly seamlessly to allowing collaboration among team members invested in the presentation, Prezi provides unique design and distribution capabilities. This presentation-building option also adds movement to a presenter’s message, which could be particularly engaging in many settings.
Cons
While Prezi’s web-based format provides simple embedding processes for blogs and web pages, any disruption in Internet connection or tiny glitch can reduce design quality and functionality. Even utilizing the zoom functions within Prezi can lead to fuzzy and pixelated photography. Some audiences could find the zoom functions gimmicky, while others could succumb to motion sickness. Designing within Prezi can be a challenge too, as users are limited to a set amount of colors and fonts and shapes are difficult to manipulate.
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more on presentations in this IMS blog
https://blog.stcloudstate.edu/ims?s=presentations
The uncomfortable truth about tech in China
By Steve Kelman https://fcw.com/blogs/lectern/2017/02/kelman-china-innovation.aspx
Only recently, the general view in the U.S. was that the less-free Chinese system created a poor environment for tech innovation. Put somewhat simply, the argument was that in a society without our kind of freedom of speech or unrestricted access to communication such as the Internet, people would miss out on information and ideas that come from a free system and feel more psychologically constrained from venturing off the beaten path with innovative ideas. The Chinese would be limited, in this view, to knock-offs of U.S. technologies.
The government has also cracked down on use of virtual private networks that Chinese, especially young people, have used to “climb the wall” (i.e. find sites outside the “Great Firewall of China”). And recently, there were media complaints that at the top elite universities such as Tsinghua the anti-VPN policy was not being enforced strictly enough.
Clearly, though, Chinese progress has taken place despite these restrictions.
we should not naively assume that all good (or bad) things go together. Maybe freedom of political and cultural expression is not as important as we have thought for advances, say, in information technology. But it still might be more important for development of less technical or scientific ideas such as public policy proposals or cultural expressions.
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more on virtual networks for civic activities
https://blog.stcloudstate.edu/ims/2014/09/30/disruptive-technologies-from-swarming-to-mesh-networking/
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
AAEEBL (The Association for Authentic, Experiential and Evidence-Based learning) starts the Baston Blog
Blockchain Credentialing: What Impact Will it Have?
Posted By Trent Batson Ph. D.
blockchain credentialing, big news since the MIT Media Lab offered an open source means of credentialing using blockchain technology (the technology behind bitcoin).
Blockchain credentialing makes verification of credentials much simpler and less time consuming, according to the articles I’ve collected below. Even IBM has entered the arena.
As with badges, we in the eportfolio world need to be aware of the trend toward blockchain credentialing. I’ve sorted through the links below so I could select those I thought would be most useful for you.
http://www.learningmachine.com/credentials.html
https://www.edsurge.com/news/2016-06-07-mit-media-lab-introduces-blockchain-technology-for-credentials
https://campustechnology.com/articles/2016/05/16/how-blockchain-will-disrupt-the-higher-education-transcript.aspx — the Phil Long interview
https://www.gartner.com/doc/3279217/reinventing-education-credentials-using-blockchain
https://bitcoinmagazine.com/articles/holberton-school-begins-tracking-student-academic-credentials-on-the-bitcoin-blockchain-1463605176
https://www.linkedin.com/pulse/blockchain-identity-credentials-enough-eric-korb?articleId=8359553479741654341
http://thenewstack.io/one-school-using-bitcoin-blockchain-authenticate-degrees/
https://console.ng.bluemix.net/docs/services/blockchain/index.html
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more on badges in this blog
https://blog.stcloudstate.edu/ims?s=badges
The Dangers of Trusting Cloud Computing Over Personal Storage
Security Concerns
Risk of Disruptions
Lack of Standardization
Accessibility Concerns
more on cloud computing in this IMS blog
https://blog.stcloudstate.edu/ims?s=cloud
more on personal storage in this IMS blog:
https://blog.stcloudstate.edu/ims?s=personal+storage
There are only 11 education-focused firms listed on the U.S. stock market with a market cap of over $1 billion. While the market is small and fractured today, GSV Capital estimates that education will grow from 9 percent to 12 percent of America’s GDP over the next decade. This equates to a trillion-dollar opportunity.
Early childhood
- FarFaria: FarFaria is a literacy tool that offers families a vast library of books that are perfect for story time. Parents can go through the books with their son or daughter, or children can have the books read to them by the app.
- Tinybop: Tinybop creates iOS apps that engage children and promote curiosity in kids. Their apps break down complex subjects (like geology and anatomy) into engaging apps that are filled with stunning illustrations.
- Vroom: Vroom is a new app that pushes helpful tips to parents on how to turn everyday moments in life into brain-building opportunities. Vroom sends parents actionable tips and strategies that are age-appropriate for their child.
- Tinkergarten: Tinkergarten helps kids develop and grow through outdoor-play-based learning and activities. They have a technology-enabled, distributed workforce that allows them to expand their classes across the United States.
Primary/secondary school
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My Note:
“although 95 percent of schools have Internet, only 20 percent have high-speed access. For technology to disrupt our schools, we need to get them connected.”
yet, MN government is right now quarreling about fast-connection networking rural parts of Minnesota, whereas the Republicans insist on $30 Mil only, Democrats on $80Mil and the governor on $100K+.
In 2002, the U.S. created the conditions for monopoly in the Internet services providers market, which accumulates to disastrous results. The fight around net neutrality proves one more time that trend (of monopolizing connectivity and profiteering for big companies, rather then developing the US):
http://www.npr.org/sections/alltechconsidered/2014/02/06/272480919/when-it-comes-to-high-speed-internet-u-s-falling-way-behind
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Trend: One of the major developments in primary and secondary education is the focus on personalization. Students get pushed material that meets them where they are, when they need it. Classes can now adapt to a learner’s needs and provide them with the skills, the instruction and the resources they need to master concepts.
- AltSchool: AltSchool was started in 2013 and is rethinking the way school works. Their technology platform enables teachers to create weekly “learning playlists” for each student. They’ve done away with formal classes and focus on group projects and individualized instruction.
- CK-12: The CK-12 Foundation serves tens of thousands of schools and millions of students by providing free customizable learning tools and content. Students can use their interactive simulations and adaptive problem sets and teachers can customize their flexbooks.
- DreamBox: DreamBox powers more than 5 million math lessons every week through their adaptive K-8 math platform. The platform continually assesses a student’s strengths and weaknesses to close gaps and meet students with the right material at the right time.
- Trinket: Trinket lets teachers and students write, run and share code from any device. Trinkets can be easily adapted to the classroom and shared with students to run real-time coding challenges.
University
College is expensive in America; the average cost is more than $20,000 a year for a four-year degree. At least 65 percent of the 55 million new jobs forecasted for the next decade will require a formal post-secondary credential.
In 2015, only 50 percent of college graduates were working in the field they studied, and more than one-third indicated they would have chosen a different major. Nearly 40 percent of college graduates believed their school did not prepare them well for employment.
Students are going to university because it is “the right thing to do,” often without a thought to the ROI on their education or the work opportunities after school. Only 19 percent of full-time college students graduate in four years, which dramatically increases the cost of their degree.
Trend: Online platforms are being leveraged at universities to help drive down the cost of a degree and increase access to programs. Big data platforms are being used to identify students in danger of failing and provide targeted assistance to help them graduate on time.
- Rafter: Rafter is redesigning textbooks at universities by repackaging course materials. They’ve helped almost 3 million students save more than $700 million on textbooks.
- 2U: 2U offers schools as a service by providing universities with a platform to create online degree programs. They have more than 500 faculty, 1,000 course sections and 1,600 hours of live instruction per week.
Corporate/continuing education
Trends: The two largest sectors for investment are skill training (primarily coding and digital literacy) and English language learning.
- Degreed: Degreed provides a personal knowledge portfolio that stays with learners. They’ve cataloged 250,000+ online learning courses and 3 million-plus informal learning activities. They also help large companies understand the talent and skills within their organization.
- Duolingo: Duolingo is a gamified language learning app that has more than 100 million users. They offer free instruction and are helping non-native English speakers certify their skills with affordable online testing.
- Pathgather: Pathgather is an enterprise LMS that motivates employees to learn and connect around professional development.
- iTutorGroup: iTutorGroup is a Chinese-based English language platform that began by offering English language training to corporate executives and has expanded to offer online courses for children and younger learners. They recently raised a Series C valuing them at more than $1 billion.
- One Month: One Month offers technical-skills crash courses designed to give learners functional skills in 15 minutes a day for one month. Since starting, they’ve helped more than 25,000 students develop foundational technical skills.
- altMBA: altMBA is an intensive, four-week online workshop designed by Seth Godin for high-performing individuals who want to level up and lead. They are rethinking the structure of learning online and have seen a 98 percent completion rate for their program.
digital literacy planning tool
Definition:
Digital literacy = technology use + critical thinking + social awareness
7 characteristics of a digital mindset
https://www.peoplematters.in/article/hr-technology/7-characteristics-digital-mindset-12980
The digital five forces – Social Media, Big Data, Mobility and Pervasive Computing, Cloud, and AI and Robotics – are disintermediating, disrupting and deconstructing the old world order.
Abundance Mindset
Growth Mindset
Agile Approach
Comfort with Ambiguity
Explorer’s Mind
Collaborative Approach
Embracing Diversity
Scientific Studies on Literacy and Digital Literacy Indexed in Scopus: A Literature Review (2000-2013)
Conclusions:
the study of digital tools linked to these new literacies is absolutely necessary, particularly because Web 2.0 allow users to interact and cooperate together as content creators in a virtual community. Although this concept may suggest a new version of the World Wide Web (WWW), it really does not refer to an update of the technical features, but rather to the changes concerning the use and interaction through the Web.
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More on digital literacy in this blog:
https://blog.stcloudstate.edu/ims/?s=digital+literacy&submit=Search
#digilit
Zaghab, R. W., & Beckenholdt, P. (2014, June). Textbook-Free Learning: A Framework for Critical Analysis. In Proceedings of the 9th International Conference on e-Learning: ICEL 2014 (p. 190). Academic Conferences Limited.
https://books.google.com/books?hl=en&lr=&id=ElMJBAAAQBAJ&oi=fnd&pg=PA190&dq=textbook-free+Zaghab&ots=IDuokCrhcq&sig=hpg16tUnRLP00CgHJo9z7fY8uqM#v=onepage&q=textbook-free%20Zaghab&f=false
short link: http://scsu.mn/1XlEcLE
Abstract:
Textbooks are losing relevance in the higher education classrooms partially due to the high costs and slow speed of textbook publication in the midst of the growing supply of open electronic resources. With trends toward online course delivery, more colleges are considered online resources as a matter of policy without an adequate framework for decision making during times of rapid transformation. The purpose of this paper is to improve the balance and deliberateness of university decision making in considering Textbook-free approaches. The proposed line of inquiry responds to a critical and timely question: Under what conditions might Textbook-free online course resources offer the best approach to a quality higher education learning experience? A three-part analytical framework is proposed to consider resource quality, institutional commitments, and external trends. By distilling the literature, the authors propose: 1) universal quality indicators for online and open education resource selection for a course or classroom; 2) institutional factors and resources that impact the quality of the Textbook-free approach; and 3) the selection of instructional resources based on environmental factors and transformational change influencing fields of study. Punctuated equilibrium theory helps to inform the framework. With the assumption that classrooms prepare students for the world of work, the proposed framework identifies challenges to the identification of educational resources for fields undergoing disruptive change.
Encrypted chat app Telegram reverses stance, bans 78 ISIS accounts
http://bgr.com/2015/11/19/encrypted-chat-telegram-isis/
Telegram is an encrypted chat service that lets users create anonymous channels that can be followed by hundreds of users.
In addition to Telegram, Twitter and YouTube have also removed ISIS-affiliated content, with hacker organization Anonymous having taken down more than 6,000 Twitter accounts following the Paris attacks.
Meanwhile, Telegram said it only takes steps against confirmed ISIS channels. “For example, if criticizing the government is illegal in a country, Telegram won’t be a part of such politically motivated censorship,” the company said. “While we do block terrorist (e.g. ISIS-related) bots and channels, we will not block anybody who peacefully expresses alternative opinions.”
More on this topic in this IMS blog:
https://blog.stcloudstate.edu/ims/2014/09/30/disruptive-technologies-from-swarming-to-mesh-networking/