Posts Tagged ‘cetl’
Jones, C., Watkins, F., Williams, J., Lambros, A., Callahan, K., Lawlor, J., … Atkinson, H. (2019). A 360-degree assessment of teaching effectiveness using a structured-videorecorded observed teaching exercise for faculty development. Medical Education Online, 24(1), 1596708. https://doi.org/10.1080/10872981.2019.1596708
enable faculty to receive a detailed 360-degree assessment of their teaching
The faculty in Gerontology and Geriatric Medicine at Wake Forest School of Medicine (WFSM) saw an opportunity to incorporate a focused teaching practicum for faculty within a multiple-specialty faculty development program. 360-degree assessments involve a combination of feedback from subordinates, colleagues and superiors. 360-degree feedback has been considered an essential tool in transformational leadership because the evaluation process avoids bias through diversity of viewpoints represented, and it is rarely applied to teaching assessments. Specifically, we designed a teaching practicum using a Videorecorded Observed Teaching Exercise (VOTE) to provide self-, peer- and learner assessments of teaching
Our design of videorecorded microteaching sessions embedded into a faculty development program presents a feasible, well-received model to provide faculty development in teaching and a robust 360-degree assessment of teaching skills.
Two strengths of our program are that it is feasible and reproducible.
In addition, costs for these sessions were low. VOTE video capture costs ranged from $45 – $90 per session depending on the audiovisual capacity of the room used for recording. Costs for this activity included an audiovisual technician who performed the room setup and videorecording. However, a handheld videorecorder or mobile device could be used for these sessions as well.
more on video 360 in this iMS blog
2018 POD Network Conference
Date: November 14, 2018 – November 18, 2018
Location: 921 SW Sixth Ave Portland, OR, 97204 USA
Respondents on the 2016 POD Membership Survey indicated a strong need for learning center management and leadership skills. This session, facilitated by four center directors from very different institutions, responds to this need. Session participants will examine: 1) management and leadership responsibilities, especially in the context of continual change; 2) strategic alignment of the center’s work with institutional mission; and 3) evaluation of center work and demonstration of impact. Participants will leave with an individualized professional development plan, practical tools, and guiding questions that enable them to seek out relevant sessions and colleagues during the conference.
In this workshop, we explore powerful model (Symposium) for engaging faculty in campus initiatives and supporting them to take a more active role in leading during times of change. We have successfully used symposium to broaden faculty participation in change initiatives, connecting this work to what matters most to faculty and providing avenues for more inclusive collaboration across disciplines and divisions. Much of the workshop will be devoted to helping participants (1) identify areas where they can lead change on their campuses and (2) develop a draft plan for using symposium to increase faculty engagement in these efforts.
Faculty are often unable to complete a proper learner analysis because they know little about the students that comprise their classlist. At our university, we have been surveying incoming students for five years to collect enhanced demographic data and for the past two years have been sharing aggregate, anonymous data with faculty. Resources have been provided on how to make sense of the data for teaching purposes. In this study, we conducted focus groups with faculty to learn how they have used the data and resources and also to find out what additional data would further support their teaching. (My note: big data in education, as discussed by Nancy Sims keynote at LITA Nov, 2018)
Summative peer review of teaching (SPRT) is used in many higher education institutions. Unfortunately, the evaluative “power” of SPRT for making high-stakes career decisions can be limited due to lack of meaningful criteria and faculty resistance (Chism, 2008). To address this situation, our teaching and learning centre engaged in a collaborative culture-change initiative to develop a rubric for SPRT that would serve the University-wide committee with responsibility for final recommendation on matters of promotion and tenure. In this session, we discuss our collaborative process, debrief challenges and how we addressed and/or anticipated these, and share the SPRT rubric. (My Note: CETL)
This session will introduce participants to the gamification of faculty development through an interactive small group design scenario that asks participants to take a traditional faculty development experience and then gamify it using the gamification design framework . Gamification involves the use of game design elements and experiences in non-gaming environments. When applied in faculty development settings, gamification has the potential to encourage faculty engagement and motivation and can lead to behavioral change that can impact their teaching. (My note: ask me; i have been trying to educate CETL directors for the past four years on this opportunity)
more on POD conferences in this IMS blog
Micro-credentials awarded for in-demand skills give employers deeper detail about a student’s abilities.Matt Zalaznick.
June 7, 2017
While employers increasingly demand that new hires have college degrees, the transcripts supporting those hard-earned credentials are no longer the most informative tool students have to exhibit their skills.
An estimated 1 in 5 institutions issue digital badges, which can be posted to social media, stored on digital portfolios and displayed by other specially designed platforms. When clicked on, the badge lists a range of skills a student has demonstrated beyond grades.
“The reason they’re taking off in higher education is most employers are not getting the information they need about people emerging from higher ed, with previous tools we’ve been using,” says Jonathan Finkelstein, founder and CEO of the widely used badging platform Credly. “The degree itself doesn’t get to level of describing particular competencies.”
For instance, a Notre Dame student who goes on a trip to Ecuador to build bridges can earn a badge for mastering the calculations involved in the construction, says G. Alex Ambrose, associate program director of e-portfolio assessment at the Indiana university’s Kaneb Center for Teaching & Learning.
Students can be pretty certain when they have passed calculus or creative writing, but they don’t always recognize when they’ve excelled in demonstrating soft skills such as critical thinking, communication and work ethic, says MJ Bishop, director of the system’s William E. Kirwan Center for Academic Innovation.
Badges have been most popular in the school of education—including with student teachers who, in turn, have created badges for the elementary and secondary classrooms where they’ve apprenticed, says Anna Catterson, the university’s educational technology director.
The campus library is another badging hotspot. Students there have earned microcredentials for research, 3D printing and other skills. These badges are being shared on LinkedIn and other platforms to obtain internships and scholarships.
The university runs faculty training sessions on badging and has established a review process for when faculty submit ideas for microcredentials.
One pothole to avoid is trying to create a schoolwide badge that’s standardized across a wide range of courses or majors. This can force the involvement of committees that can bog down the process, so it’s better to start with skills within single courses, says Ambrose at Notre Dame.
When creating a badge, system faculty have to identify a business or industry interested in that credential.
Badges that have the backing of a college or university are more impressive to job recruiters than are completion certificates from skill-building websites like Lynda.com.
Students won’t be motivated to earn a badge that’s a stock blue ribbon downloaded off the internet. Many institutions put a lot work into the design, and this can include harnessing expertise from the marketing department and graphic designers
more on micro-credentialing in this IMS blog
Creating Digital Badges to Incentivize Participation in Faculty Development
November 7, 2018 | 1:00 – 2:00 p.m. EST
Creating Digital Badges to Incentivize Participation in Faculty Development
Badges are more than just participation trophies. Design them to commensurately represent the knowledge and skills gained.
While many institutions have used digital badges as an alternative way to recognize the skills and knowledge developed by students, some are also starting to use this approach in their in-house professional development programs – especially in faculty development programs.
By offering well-designed badges that accompany these programs, you can boost both participation and impact. Join us for this online training and learn how to design your badges to encourage deeper engagement that goes beyond “showing up”. Our instructor, Lindsay Doukopoulos, will share best practices for badging criteria at Auburn University, where 82% of participants chose to earn badges at annual professional development workshops.
indsay Doukopoulos Ph.D.
Assistant Director, Biggio Center for the Enhancement of Teaching and Learning, Auburn University
Lindsay’s teaching expertise includes experiential, active, and team-based learning in small and large lecture formats. Her research interests include instructional technologies and the use of digital artifacts (e.g., badging, ePortfolios, etc.) to assess and enhance integrated learning, gameful learning, and metacognition for students and faculty.
After a brief overview of our instructor’s faculty development badging program, we’ll walk through several badges Auburn has implemented for faculty. For each badge collection, we’ll address the following:
- How was it designed, and what elements were considered in the design process?
- What are the criteria for earning the badges? Why?
- Who has earned the badges to date?
- What impact did badge earners self-report?
- What kind of data or artifacts did faculty submit to earn this badge / badge constellation? What did these show about how faculty were using what they learned?
We’ll close with a brief exercise that will let you start designing your own badge criteria for a program on your campus.
$525 through Oct 31$600
Live Webcast + Recording
- Access to the live webcast: Invite your team!
- Links to all presentation materials and resources
- Permanent recording of the live webcast
more on badges in this IMS blog
Seven Bricks to Lay the Foundation for Productive Difficult Dialogues
OCTOBER 16TH, 2018 By: Annie Soisson EdD
There are three basic ways that I hear faculty talk about difficult dialogues-
in-class dialogues that were planned but did not go particularly well;
in-class hot moments that were not anticipated and that the faculty member did not feel equipped to handle; and difficult dialogues that happen
during office hours or outside of class.
- Think ahead about what topics you are teaching and whether hot moments might be triggered. Plan for structuring those moments intentionally. Are there readings that honor multiple perspectives on the issue? Are there opportunities to have students adopt perspectives that may not be their own? What skills do students need to be able to successfully engage in the discussion?
- Know and communicate the learning goals and the connection to the course overall for each potentially hot topic. What kinds of questions could you pose that would most effectively help students meet the learning goals? What conversational structure would best help you meet those goals? You will find many concrete suggestions for a variety of ways to conduct conversations in Brookfield and Preskill (2005).
- Build community, trust, and a supportive climate. Often overlooked is the understanding that the relationships students have in the classroom with each other and with you need to be created intentionally and nurtured. On the first day, introductions can be shaped to be a little more personal than just names and majors while not being intrusive. Depending on the size of the class, you may choose to have students talk in small groups, or as a whole group. Scaffold activities to foster relationships among students each week. Model the kinds of behaviors you would like to see.
- Have a statement on your syllabus about the environment you hope to create together. Describe your expectations and how you would like students to approach the class. For example: “I want to take a moment to clarify how I want you to approach the readings. The first rule is: Don’t take the readings as gospel. Just because something is printed doesn’t make it absolute truth. Be critical of what you are reading. I have chosen many readings precisely because they are provocative. If you find yourself strongly disagreeing with a reading, that’s fine. I encourage strong disagreement. However, if you disagree, you must clarify in your mind the reasons and evidence upon which you are basing your disagreement. At the same time, keep an open mind. Listen to what the readings have to say. Think about what other experiences you have had and readings you have done that might corroborate the course readings. Give yourself time to reflect on the information, insights, and perspectives offered in the readings” (Sulk and Keys, 2014).
- Create shared goals and guidelines for dialogue and post them. You may have a few of your own to add at the end, but let students generate their own list first. This gives them ownership, and the collective generation lets them discover shared values. One of my favorites to add is “look for the truth in what you oppose and the error in what you espouse” (Nash, 2008).
- Help students develop skills for productive conversation as part of the learning. Use active listening and perspective-taking exercises. In Western society, argument is often the mode of conversation. We frequently expect that students will be able to address challenging issues devoid of passion (and if you go to faculty meetings, you know that even we are not always good at this). Skills like paraphrasing, summarizing, and building on each other’s thoughts need to be consciously taught, modeled, and practiced in the classroom in order to support successful difficult dialogues.
- Start early in the course with lower-stakes conversations, and build to more difficult ones. This gives students the opportunity to build trust, and gives you time to help them develop their skills. Vary the types of questions—perhaps use some hypothetical questions like, “What would happen if…” “In a perfect world…” Or experience-based questions such as, “In your experience…?” Or opinion-based questions like, “What do you think about…?
Online book: Start Talking: A Handbook for Engaging Difficult Dialogues in Higher Education http://www.uaa.alaska.edu/cafe/difficultdialogues/upload/Start-Talking-Handbookcomplete-version.pdf.
Brookfield, S.D., & Preskill, S. (2005). Discussion as a way of teaching: Tools and techniques for democratic classrooms. San Francisco, CA: Jossey-Bass.
Nash, R.J. (2008). How to Talk About Hot Topics on Campus. San Francisco, CA: Jossey-Bass.
Sulk, G. and Keys, J. (2014). “Many students really don’t know how to behave!”: The syllabus as a tool for socialization. Teaching Sociology, 42 (2), 151-160.
Annie Soisson is associate director of the Center for the Enhancement of Learning & Teaching (CELT) at Tufts University.
Arshad, M., & Akram, M. S. (2018). Social Media Adoption by the Academic Community: Theoretical Insights and Empirical Evidence From Developing Countries. The International Review of Research in Open and Distributed Learning
(3). Retrieved from http://www.irrodl.org/index.php/irrodl/article/view/3500
Building on the social constructivist paradigm and technology acceptance model, we propose a conceptual model to assess social media adoption in academia by incorporating collaboration, communication, and resource sharing as predictors of social media adoption, whereas perceived ease of use and perceived usefulness act as mediators in this relationship.
According to the latest social media statistics, there are more than 2 billion Facebook users, more than 300 million Twitter users, more than 500 million Google+ users, and more than 400 million LinkedIn users (InternetLiveStats, 2018).
although social media is rapidly penetrating into the society, there is no consensus in the literature on the drivers of social media adoption in an academic context. Moreover, it is not clear how social media can impact academic performance.
Social media platforms have significant capability to support the social constructivist paradigm that promotes collaborative learning (Vygotsky, 1978).
- Perceived usefulness (PU) – This was defined by Fred Davis as “the degree to which a person believes that using a particular system would enhance his or her job performance“.
- Perceived ease-of-use (PEOU) – Davis defined this as “the degree to which a person believes that using a particular system would be free from effort” (Davis 1989).
Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). USER ACCEPTANCE OF INFORMATION TECHNOLOGY: TOWARD A UNIFIED VIEW. MIS Quarterly, 27(3), 425-478.
proposing a Social Media Adoption Model (SMAM) for the academic community
Social media platforms provide an easy alternative, to the academic community, as compared to official communications such as email and blackboard. my note: this has been established as long as back as in 2006 – https://www.chronicle.com/article/E-Mail-is-for-Old-People/4169. Around the time, when SCSU announced email as the “formal mode of communication).Thus, it is emerging as a new communication and collaboration tool among the academic community in higher education institutions (Roblyer, McDaniel, Webb, Herman, & Witty, 2010). Social media has greatly changed the communication/feedback environment by introducing technologies that have modified the educational perspective of learning and interacting (Prensky, 2001).
Theory of Reasoned Action : https://en.wikipedia.org/wiki/Theory_of_reasoned_action
the Theory of Reasoned Action (Fishbein & Ajzen, 1975) and the Technology Acceptance Model (Davis, 1989) have been used to assess individuals’ acceptance and use of technology. According to the Technology Acceptance Model, perceived usefulness and perceived ease are the main determinants of an individual’s behavioral intentions and actual usage (Davis, 1989).
Perceived usefulness, derived from the Technology Acceptance Model (TAM), is the particular level that an individual perceives that they can improve their job performance or create ease in attaining the targeted goals by using an information system. It is also believed to make an individual free from mental pressure (Davis, 1989).
Perceived ease of use can be defined as the level to which an individual believes that using a specific system will make a task easier (Gruzd, Staves, & Wilk, 2012) and will reduce mental exertion (Davis, 1989). Venkatesh (2000) posits this construct as a vital element in determining a user’s behavior toward technology. Though generally, there is consensus on the positive effect of perceived ease of use and perceived usefulness on users’ attitude towards social media, it is not yet clear which one of these is more relevant in explaining users’ attitude towards social media in the academic community (Lowry, 2002). Perceived ease of use is one of the eminent behavioral beliefs affecting the users’ intention toward technology acceptance (Lu et al., 2005). The literature suggests that perceived ease of use of technology develops a positive attitude toward its usage (Davis, 1989).
Collaborative learning is considered as an essential instructional method as it assists in overcoming the communication gap among the academic community (Bernard, Rubalcava, & St-Pierre, 2000). The academic community utilizes various social media platforms with the intention to socialize and communicate with others and to share common interests (Sánchez et al., 2014; Sobaih et al., 2016). The exchange of information through social media platforms help the academic community to develop an easy and effective communication among classmates and colleagues (Kaplan & Haenlein, 2010). Social media platforms can also help in developing communities of practice that may help improve collaboration and communication among members of the community (Sánchez et al., 2014). Evidence from previous work confirms that social media platforms are beneficial to college and university students for education purposes (Forkosh-Baruch & Hershkovitz, 2012). Due to the intrinsic ease of use and usefulness of social media, academics are regularly using information and communication technologies, especially social media, for collaboration with colleagues in one way or the other (Koh & Lim, 2012; Wang, 2010).
more about social media in education in this IMS blog
2001 article that illustrated nicely the challenge we face in helping students do their work with integrity.
the form of plagiarism continues into graduate school, where plagiarism remains, by far, the most common form of academic dishonesty.
the article repeats to a degree what is already known:
namely, that plagiarism is in a much smaller degree intentional and to its largest percentage lack of systematic approach and clear directions by faculty toward students.
Rebecca Moore Howard, a professor of writing and rhetoric at Syracuse University, has called “patchwriting,” or borrowing large sentence structures and vocabularies from a source and only swapping out the occasional word or phrase with language of their own.
academic integrity represents an incredibly complex subject to master: It encompasses knowledge (What are the rules of academic integrity? How do they apply in this context?), skills (How do I summarize or paraphrase this passage without plagiarizing? How do I credit the work of others when I am collaborating with peers or using sources?), and values (Why does academic integrity matter? Why should I care about it?).
“Those who do not want to imitate anything, produce nothing.”
― Salvador Dalí
1. Green room at cCETL
podcasts, live streaming
3 is the magic number, having 3 students
mavtube on kaltura as YouTube channel
how does it help faculty? hi end lecture capture. Collaboration for two experts, they can use the green screen. Use the background.
How decisions are made. Is faculty involved. This center is one time deal, money spent on production. Innovative technology for $40K. It might be more. No time to survey people what they want. There are other technologies which people can try out and then expand on them.
Bunch of smart boards, but not sure if people are. Using them. Software and apps only here at the CETL, not on the. Rest of the campus. People will try but get stuck with that technology Only.
staffing snow students.
#pm #techworkshop #LectureCApture http://ow.ly/i/4ex06 http://ow.ly/i/4ex0v
web page and linkedin are the social media they are using
the CETL is housing people with different bosses. Closes collaboration is technology and CETL, not research yet. D2l specialist and hardware people are coming to CETL. StarID conversion is hosted in CETL. Library had to give up spaceto CEyl and like at Scsu problematic.
Assessment certificate. Sustainability and budget.
Summer money for class redesign. Cohort of people who can focus on that. flipped classroom study abroad etc as themes.
New provost wants decisions to be data driven. Is there an office like institutional research. Use only quantitative data but thinking about qualitative interviews.
generation on a tightrope
working with the librarians took time also. make aware librarians of the lecture capture for instructional purposes.
Focus is student learning.
Curiculum maPiping speaker and CETL is asking how can follow up.