The brain is actually three brains: the ancient reptilian brain, the limbic brain, and the cortical brain. This article will focus on the limbic brain, because it may be most important to successfully using interactive video or web-based video. The limbic brain monitors the external world and the internal body, taking in information through the senses as well as body temperature and blood pressure, among others. It is the limbic brain that generates and interprets facial expressions and handles emotions, while the cortical brain handles symbolic activities such as language as well as action and strategizing. The two interact when an emotion is sent from the limbic to the cortical brain and generates a conscious thought; in response to a feeling of fear (limbic), you ask, “what should I do?” (cortical).
The importance of direct eye contact and deciphering body language is also important for sending and picking up clues about social context.
The loss of social cues is important because it may affect the quality of the content of the presentation (by not allowing timely feedback or questions) but also because students may feel less engaged and become frustrated with the interaction, and subsequently lower their assessment of the class and the instructor (Reeves & Nass, 1996). Fortunately, faculty can provide such social cues verbally, once they are aware of the importance of helping students use these new media.
Attachment theory also supports the importance of physical and emotional connections.
As many a struggling teacher knows, students are often impervious to learning new concepts. They may replay the new information for a test, but after time passes, they revert to the earlier (and likely wrong) information. This is referred to as the “power of mental models.” As explained in Marchese (2000), when we view a tree, it is not as if we see the tree in our head, as in photography.
The coping strategies of the two hemispheres are fundamentally different. The left hemisphere’s job is to create a belief system or model and to fold new experiences into that belief system. If confronted with some new information that doesn’t fit the model, it relies on Freudian defense mechanisms to deny, repress or confabulate – anything to preserve the status quo. The right hemisphere’s strategy is to play “Devil’s Advocate,” to question the status quo and look for global inconsistencies. When the anomalous information reaches a certain threshold, the right hemisphere decides that it is time to force a complete revision of the entire model and start from scratch (Ramachandran & Blakeslee, 1998, p. 136).
While much hemispheric-based research has been repudiated as an oversimplification (Gackenbach, 1999), the above description of how new information eventually overwhelms an old world view may be the result of multiple brain functions – some of which work to preserve our models and others to alter – that help us both maintain and change as needed.
Self-talk is the “the root of empathy, understanding, cooperation, and rules that allow us to be successful social beings. Any sense of moral behavior requires thought before action” (Ratey, 2001, p. 255).
Healy (1999) argues that based on what we know about brain development in children, new computer media may be responsible for developing brains that are largely different from the brains of adults. This is because “many brain connections have become specialized for . . . media” (p. 133); in this view, a brain formed by language and reading is different from a brain formed by hypermedia. Different media lead to different synaptic connections being laid down and reinforced, creating different brains in youngsters raised on fast-paced, visually-stimulating computer applications and video games. “Newer technologies emphasize rapid processing of visual symbols . . . and deemphasize traditional verbal learning . . . and the linear, analytic thought process . . . [making it] more difficult to deal with abstract verbal reasoning” (Healy, 1999, p. 142).
Effective communication is one critical characteristics of effective and successful school principal. Research on effective schools and instructional leadership emphasizes the impact of principal leadership on creating safe and secure learning environment and positive nurturing school climate (Halawah, 2005, p. 334)
Halawah, I. (2005). The Relationship between Effective Communication of High School Principal and School Climate. Education, 126(2), 334-345.
Selection of school principals in Hong Kong. The findings confirm a four-factor set of expectations sought from applicants; these are Generic Managerial Skills; Communication and Presentation Skills; Knowledge and Experience; and Religious Value Orientation.
Kwan, P. (2012). Assessing school principal candidates: perspectives of the hiring superintendents. International Journal Of Leadership In Education, 15(3), 331-349. doi:10.1080/13603124.2011.617838
Yee, D. L. (2000). Images of school principals’ information and communications technology leadership. Journal of Information Technology for Teacher Education, 9(3), 287–302. https://doi.org/10.1080/14759390000200097
Catano, N., & Stronge, J. H. (2007). What do we expect of school principals? Congruence between principal evaluation and performance standards. International Journal of Leadership in Education, 10(4), 379–399. https://doi.org/10.1080/13603120701381782
Communication can consist of two large areas:
broadcasting information: PR, promotions, notifications etc.
two-way communication: collecting feedback, “office hours” type of communication, backchanneling, etc.
Further communication initiated by/from principals can have different audiences
Reyes, P., & Hoyle, D. (1992). Teachers’ Satisfaction With Principals’ Communication. The Journal of Educational Research, 85(3), 163–168. https://doi.org/10.1080/00220671.1992.9944433
parents: involvement, feeling of empowerment, support, volunteering
students
board members
community
Epstein, J. L. (1995). School/family/community partnerships – ProQuest. Phi Delta Kappan, 76(9), 701.
Others
Communication and Visualization
The ever-growing necessity to be able to communicate data to different audiences in digestible format.
considering the information discussed in class, split in groups of 4 and develop your institution strategy for effective and modern communication across and out of your school.
1. Information security: Developing a risk-based security strategy that keeps pace with security threats and challenges.
2. Student success: Managing the system implementations and integrations that support multiple student success initiatives.
3. Institution-wide IT strategy: Repositioning or reinforcing the role of IT leadership as an integral strategic partner of institutional leadership in achieving institutions missions.
4. Data-enabled institutional culture: Using BI and analytics to inform the broad conversation and answer big questions.
5. Student-centered institution: Understanding and advancing technology’s role in defining the student experience on campus (from applicants to alumni).
6. Higher education affordability: Balancing and rightsizing IT priorities and budget to support IT-enabled institutional efficiencies and innovations in the context if institutional funding realities.
7. IT staffing and organizational models: Ensuring adequate staffing capacity and staff retention in the face of retirements, new sourcing models, growing external competition, rising salaries, and the demands of technology initiatives on both IT and non-IT staff.
8. (tie) Data management and governance: Implementing effective institutional data governance practices.
9. (tie) Digital integrations: Ensuring system interoperability, scalability, and extensibility, as well as data integrity, standards, and governance, across multiple applications and platforms.
10. Change leadership: Helping institutional constituents (including the IT staff) adapt to the increasing pace of technology change.
what does teacher entitlement look like? The extreme cases are easy to spot.
If we act in ways that aren’t entitled, ways that treat students with respect, that deliver the quality educational experiences they deserve, our leadership creates a different set of expectations. If we say we’ll have the test/paper/projects grades done by Friday, we meet that deadline.
The difference between student and teacher entitlement is that students have to ask for what they may not deserve. We don’t have to ask. We may apologize for not having the papers graded, but we don’t need to ask for an extension.
The EDUCAUSE Learning Initiative has just launched its 2018 Key Issues in Teaching and Learning Survey, so vote today: http://www.tinyurl.com/ki2018.
Each year, the ELI surveys the teaching and learning community in order to discover the key issues and themes in teaching and learning. These top issues provide the thematic foundation or basis for all of our conversations, courses, and publications for the coming year. Longitudinally they also provide the way to track the evolving discourse in the teaching and learning space. More information about this annual survey can be found at https://www.educause.edu/eli/initiatives/key-issues-in-teaching-and-learning.
ACADEMIC TRANSFORMATION (Holistic models supporting student success, leadership competencies for academic transformation, partnerships and collaborations across campus, IT transformation, academic transformation that is broad, strategic, and institutional in scope)
ACCESSIBILITY AND UNIVERSAL DESIGN FOR LEARNING (Supporting and educating the academic community in effective practice; intersections with instructional delivery modes; compliance issues)
ADAPTIVE TEACHING AND LEARNING (Digital courseware; adaptive technology; implications for course design and the instructor’s role; adaptive approaches that are not technology-based; integration with LMS; use of data to improve learner outcomes)
COMPETENCY-BASED EDUCATION AND NEW METHODS FOR THE ASSESSMENT OF STUDENT LEARNING (Developing collaborative cultures of assessment that bring together faculty, instructional designers, accreditation coordinators, and technical support personnel, real world experience credit)
DIGITAL AND INFORMATION LITERACIES (Student and faculty literacies; research skills; data discovery, management, and analysis skills; information visualization skills; partnerships for literacy programs; evaluation of student digital competencies; information evaluation)
EVALUATING TECHNOLOGY-BASED INSTRUCTIONAL INNOVATIONS (Tools and methods to gather data;data analysis techniques; qualitative vs. quantitative data; evaluation project design; using findings to change curricular practice; scholarship of teaching and learning; articulating results to stakeholders; just-in-time evaluation of innovations). here is my bibliographical overview on Big Data (scroll down to “Research literature”: https://blog.stcloudstate.edu/ims/2017/11/07/irdl-proposal/ )
EVOLUTION OF THE TEACHING AND LEARNING SUPPORT PROFESSION (Professional skills for T&L support; increasing emphasis on instructional design; delineating the skills, knowledge, business acumen, and political savvy for success; role of inter-institutional communities of practices and consortia; career-oriented professional development planning)
FACULTY DEVELOPMENT (Incentivizing faculty innovation; new roles for faculty and those who support them; evidence of impact on student learning/engagement of faculty development programs; faculty development intersections with learning analytics; engagement with student success)
GAMIFICATION OF LEARNING (Gamification designs for course activities; adaptive approaches to gamification; alternate reality games; simulations; technological implementation options for faculty)
INSTRUCTIONAL DESIGN (Skills and competencies for designers; integration of technology into the profession; role of data in design; evolution of the design profession (here previous blog postings on this issue: https://blog.stcloudstate.edu/ims/2017/10/04/instructional-design-3/); effective leadership and collaboration with faculty)
INTEGRATED PLANNING AND ADVISING FOR STUDENT SUCCESS (Change management and campus leadership; collaboration across units; integration of technology systems and data; dashboard design; data visualization (here previous blog postings on this issue: https://blog.stcloudstate.edu/ims?s=data+visualization); counseling and coaching advising transformation; student success analytics)
LEARNING ANALYTICS (Leveraging open data standards; privacy and ethics; both faculty and student facing reports; implementing; learning analytics to transform other services; course design implications)
LEARNING SPACE DESIGNS (Makerspaces; funding; faculty development; learning designs across disciplines; supporting integrated campus planning; ROI; accessibility/UDL; rating of classroom designs)
MICRO-CREDENTIALING AND DIGITAL BADGING (Design of badging hierarchies; stackable credentials; certificates; role of open standards; ways to publish digital badges; approaches to meta-data; implications for the transcript; Personalized learning transcripts and blockchain technology (here previous blog postings on this issue: https://blog.stcloudstate.edu/ims?s=blockchain)
MOBILE LEARNING (Curricular use of mobile devices (here previous blog postings on this issue:
MULTI-DIMENSIONAL TECHNOLOGIES (Virtual, augmented, mixed, and immersive reality; video walls; integration with learning spaces; scalability, affordability, and accessibility; use of mobile devices; multi-dimensional printing and artifact creation)
NEXT-GENERATION DIGITAL LEARNING ENVIRONMENTS AND LMS SERVICES (Open standards; learning environments architectures (here previous blog postings on this issue: https://blog.stcloudstate.edu/ims/2017/03/28/digital-learning/; social learning environments; customization and personalization; OER integration; intersections with learning modalities such as adaptive, online, etc.; LMS evaluation, integration and support)
ONLINE AND BLENDED TEACHING AND LEARNING (Flipped course models; leveraging MOOCs in online learning; course development models; intersections with analytics; humanization of online courses; student engagement)
OPEN EDUCATION (Resources, textbooks, content; quality and editorial issues; faculty development; intersections with student success/access; analytics; licensing; affordability; business models; accessibility and sustainability)
PRIVACY AND SECURITY (Formulation of policies on privacy and data protection; increased sharing of data via open standards for internal and external purposes; increased use of cloud-based and third party options; education of faculty, students, and administrators)
WORKING WITH EMERGING LEARNING TECHNOLOGY (Scalability and diffusion; effective piloting practices; investments; faculty development; funding; evaluation methods and rubrics; interoperability; data-driven decision-making)
Chun, L. (2017). Discipline and power: knowledge of China in political science. Critical Asian Studies, 49(4), 501-522. doi:10.1080/14672715.2017.1362321
p. 501 – is political science “softer” than the other soft social sciences?
thus… political science “may never live up to its lofty ambition of scientific explanation and prediction. Indeed, like other social sciences, it can be no more than a ‘ science in formation’ permanently seeking to surmount obstacles to objectivity.”
p. 502 disciplinary parochialism
the fetishes of pure observation, raw experience, unambiguous rationality, and one-way causality were formative influences in the genesis of the social sciences. the ‘unfortunate positivism” of such impulses, along with the illusion of a value-free science, converged to produce a behavioral revolution in the interwar period Behaviorism was then followed through an epistemological twist, by boldly optimistic leaps to an “end of ideology” and ultimately to a claimed “end of history” itself.
p. 503
early positivism was openly underpinned by an European condescension toward Asians’ “ignorance and prejudice.” Behind similar depictions lay a comprehensive Eurocentric social and political philosophy.
this is illustrated its view of China through the grand narrative of modernization.
p. 504
Robert McNamara famously reiterated that if World War I was a chemist’s war and Word War II a physicist’s, Vietnam “might well have to be considered the social scientists’ war.”
Although China nominally remains a communist state, it has doubtlessly changed color without a color revolution.
p. 505
In the fixed disciplinary eye, “China” is to specific to produce anything generalizable beyond descriptive and self-containing narratives. The area studies approach, in contrast to disciplinary approaches, is all about cultural, historical, and ethnographic specificities.
If first-hand information contradicts theoretical conclusions, redress is sought only at the former end (my note – ha ha ha, such an elegant but scathing criticism of [Western] academia).
The catch [is] that Chinese otherness is in essence not a matter of cultural difference (hence limitations of criticizing Eurocentrism and Orientalism) and does not merely reproduce itself by inertia.
Given a long omitted self-critical rethinking of the discipline’s parochial base, calling for cross-fertilizing alone would be fruitless or even lead only to a one-way colonization of seemingly particularistic histories by an illusive universal science.
p. 506
political culture, once a key concept of political science’s hope for unified theorization, has turned out to be no answer
Long after its heyday, modernization theory – now with its new face of globalization – remains a primary signifier and legitimating benchmark. To those, who use it to gauge developments since 1945, private property and liberal democracy are permanent, unquestioned norms that are to be globally homogenized.
Moreover, since modernity is assumed to be a liberal capitalists condition, the revolutionary nationalism of an oppressed people remaking itself into a new historical subject noncompliant with capitalism cannot be modernizational.
p. 507
Political scientists and historical sociologists… saw the communist in power as formidable modernizers, but distinguished the Maoist model from the Stalinist in economic management and campaign politics.
Their analyses showed how organic connections between top-down mobilization and bottom-up participation cultivated in an active citizenry and high intensity politics. My note: I disagree here with the author, since such statement can be arbitrary from a historical point of view; indeed, for a short period of time, such “organic connection” can produce positive results, but once calcitrated (as it is in China for the past 6-7 decades), it turns stagnant.
p. 510
the state’s altered support base is essentially a matter of class power, involving both adaptive cultivation of new economic elites and iron-fist approaches to protest and dissent. By the same weight of historical logic, the party’s internal decay, loss of its founding ideological vision and commitment, and collusion with capital will do more than any outside force ever could do to destroy the regime.
That the Party stays in power is not primarily because the country’s economy continues to grow, but is more attributable to a residual social reliance on its credentials and organizational capacities accumulated in earlier revolutionary and socialist struggles. This historical promise has so far worked to the extent that cracks within the leadership are more or less held in check, resentment against local wrongs are insulated from central intentions, and social policies in one way or another respond to common outcries, consultative deliberations, and pressure groups.
p. 511
The word “madness” has indeed been freely employed to describe nations and societies judged inept at modern reason, as found in contemporary academic publications on epi- sodes of the PRC history. My note: I agree with this – the deconstructionalists: (Jaques Derrida, Tzvetan Todorov) linguistically prove the inability of Western cultures to understand and explain other cultures. In this case, Lin Chun is right; just because western political scientist cannot comprehend foreign complex societal problems and/or juxtaposing them to their own “schemes,” prompts the same western researchers to announce them as “mad.”
p. 513aa
This is the best and worst of times for the globalization of knowledge. In one scenario, an eventual completion of the political science parameters can now seal both knowledge, sophisticatedly canalized, and ideology, universally uncontested – even if the two are never separable in the foundation of political science. In another scenario, causes and effects no longer rule out atypical polities, but the differences are presented as culturally incompatible. In either case, the trick remains to let anormalies make the norms validate preexist- ing disciplinary sanctions.
p. 514
Overcoming outmoded rigidities will nurture a robust scholarship committed to universally resonant theories.
“When I hear the word ‘culture,’ I reach for my revolver.”
Kultur, he explains (along with Bildung, or education), denoted in pre-unification Germany those qualities that the intellectuals and professionals of the small, isolated German middle class claimed for themselves in response to the disdain of the minor German nobles who employed them: intellectual achievement, of course, but also simple virtues like authenticity, honesty, and sincerity.
German courtiers, by contrast, according to the possessors of Kultur, had acquired “civilization” from their French tutors: manners, social polish, the cultivation of appearances. As the German middle class asserted itself in the nineteenth century, the particular virtues of Kultur became an important ingredient in national self-definition. The inferior values of “civilization” were no longer attributed to an erstwhile French-educated German nobility, but to the French themselves and to the West in general.
By 1914, the contrast between Kultur and Zivilisation had taken on a more aggressively nationalist tone. During World War I German patriotic propaganda vaunted the superiority of Germany’s supposedly rooted, organic, spiritual Kultur over the allegedly effete, shallow, cosmopolitan, materialist, Jewish-influenced “civilization” of Western Europe. Martin’s book shows how vigorously the Nazis applied this traditional construct.
Goebbels and Hitler were as obsessed with movies as American adolescents are today with social media.
Music was a realm that Germans felt particularly qualified to dominate. But first the German national musical scene had to be properly organized. In November 1933 Goebbels offered Richard Strauss the leadership of a Reich Music Chamber.
Goebbels organized in Düsseldorf in 1938 a presentation of “degenerate music” following the better-known 1937 exhibition of “degenerate art.”
As with music, the Nazis were able to attract writers outside the immediate orbit of the Nazi and Fascist parties by endorsing conservative literary styles against modernism, by mitigating copyright and royalty problems, and by offering sybaritic visits to Germany and public attention.
Painting and sculpture, curiously, do not figure in this account of the cultural fields that the Nazis and Fascists tried to reorganize “inter-nationally,” perhaps because they had not previously been organized on liberal democratic lines. Picasso and Kandinsky painted quietly in private and Jean Bazaine organized an exhibition with fellow modernists in 1941. Nazi cultural officials thought “degenerate” art appropriate for France.
Science would have made an interesting case study, a contrary one. Germany dominated the world of science before 1933. Germans won fifteen Nobel Prizes in physics, chemistry, and physiology or medicine between 1918 and 1933, more than any other nation. Far from capitalizing on this major soft power asset, Hitler destroyed it by imposing ideological conformity and expelling Jewish scientists such as the talented nuclear physicist Lise Meitner. The soft power of science is fragile, as Americans may yet find out.
American soft power thrived mostly through the profit motive and by offering popular entertainment to the young.
+++++++++++++++
The Original Axis of Evil
THE ANATOMY OF FASCISM By Robert O. Paxton. 321 pp. New York: Alfred A. Knopf. $26.
fascism — unlike Communism, socialism, capitalism or conservatism — is a smear word more often used to brand one’s foes than it is a descriptor used to shed light on them.
World War I and the Bolshevik Revolution of 1917 contributed mightily to the advent of fascism. The war generated acute economic malaise, national humiliation and legions of restive veterans and unemployed youths who could be harnessed politically. The Bolshevik Revolution, but one symptom of the frustration with the old order, made conservative elites in Italy and Germany so fearful of Communism that anything — even fascism — came to seem preferable to a Marxist overthrow.
Paxton debunks the consoling fiction that Mussolini and Hitler seized power. Rather, conservative elites desperate to subdue leftist populist movements ”normalized” the fascists by inviting them to share power. It was the mob that flocked to fascism, but the elites who elevated it.
Fascist movements and regimes are different from military dictatorships and authoritarian regimes. They seek not to exclude, but rather to enlist, the masses. They often collapse the distinction between the public and private sphere (eliminating the latter). In the words of Robert Ley, the head of the Nazi Labor Office, the only private individual who existed in Nazi Germany was someone asleep.
t was this need to keep citizens intoxicated by fascism’s dynamism that made Mussolini and Hitler see war as both desirable and necessary. ”War is to men,” Mussolini insisted, ”as maternity is to women.”
For every official American attempt to link Islamic terrorism to fascism, there is an anti-Bush protest that applies the fascist label to Washington’s nationalist rhetoric, assault on civil liberties and warmaking.
Topic: Booklist Webinar—Relevant, Relatable Reference Services in Your Library
Host: Booklist Online
Date and Time: Thursday, November 2, 2017 1:00 pm, Central Daylight Time (Chicago, GMT-05:00) Event number: 666 208 689 Registration ID: This event does not require a registration ID Event password: This event does not require a password.
1920 phone service arrives in the library, after decades of phone being around.
1969 William Katz redefines reference.
information as commodity. Faster/cheaper/better. Help doing things rather than finding things (Kenney)
the goal is not getting people to use the library services; it is helping library users accomplish something
not collections, but services.
the reference interaction : approachability; interest; listening/inquiring;
What can I help with; How can I help you? “I’d be happy to help you with that”
marketing is more then promotion. it is figuring out what the market wants you to do. define the market. how do you serve them. then one can figure out the service.
patrons: how and why patrons are seeking info; go where patrons go (social media). where do we go to help them (Snapchat). find benchmarks, make connections. Divine discontentment. my note: but this is a blasphemy, it is against MN nice!
how do we market ourselves? ROI or not? monetary formula to determine the profit against the investment. non profit institutions are not designed to make a profit; sometimes it is useful, sometimes not. Presenting data is good, but keep it simple
blockchain is a database or digital ledger. The data in the ledger is arranged in batches known as blocks, with each block storing data about a specific transaction. The blocks are linked together using cryptographic validation to form an unbroken and unbreakable chain–hence the name blockchain. As it relates to bitcoin, the blocks are monetary units, and the chain includes information about all past transactions of that monetary unit.
Importantly, the database (i.e., the series of blocks) is duplicated thousands of times across a network of computers, meaning that it has no one central repository. This not only means that the records are truly public, but also that there is no centralized version of the data for a hacker to corrupt. In order to make changes to the ledger, consensus between all members of the group must be obtained, further adding to the system’s security.
1. Blockchain for the Future of Credentialing
With today’s technologies, graduates and prospective employers must go through a tedious process to obtain student transcripts or diplomas, and this complexity is compounded when these credentials are spread across multiple institutions. Not only that, but these transcripts can take days or weeks to produce and send, and usually require a small fee be paid to the institution.LinkedLinek
This could be a key enabler to facilitate student ownership of this data and would allow them to instantly produce secure and comprehensive credentials to any institute or employer requesting them, including information about a student’s performance on standardized tests, degree requirements, extracurricular activities, and other learning activities.
Blockchain could play a major role in Competency-Based Education (CBE) programs and micro-credentialing, which are becoming ever more popular across universities and internal business training programs.
various companies are currently working on such a system of record. One of the most well-known is called “BlockCert,” which is an open standard created by MIT Media Lab and which the institute hopes will help drive the adoption of blockchain credentialing.
imagine the role that LinkedIn or a similar platform could play in the distribution of such content. Beyond verification of university records, LinkedIn could become a platform for sharing verified work history and resumes as well, making the job application process far simpler
2. Blockchain’s Financial Implications and Student debt
how could blockchain influence student finances? For starters, financial aid and grants could be tied to student success. Instead of students and universities having to send over regular progress reports on a recipient’s performance, automatic updates to a student’s digital record would ensure that benchmarks were being met–and open up new opportunities for institutions looking to offer merit-based grants.
Electronic tuition payments and money transfers could also simplify the tuition process. This is an especially appealing option for international students, as bitcoin’s interchangeable nature and lack of special fees for international transfers makes it a simpler and more cost-effective payment method.
My Note: when stripped from the commercialized plug in for Apple, this article makes a good memorization exercise for pedagogues.
According to American psychologist Abraham Maslow, all humans have the same fundamental needs (food, clothing and shelter), and these needs must be met before an individual is motivated to look beyond these basic needs. This motivational theory is commonly referred to as Maslow’s hierarchy of needs.
Self-actualization: achieving one’s full potential
Maslow’s hierarchy of needs can serve as an analogy for what is possible with instructionally-designed technology
1. Device Deployment = Basic Needs
Device deployment is the first basic need of any school looking to leverage education technology. If schools are unable to procure devices and if IT is unable to get these devices into the hands of students and educators, there is no moving forward.
2. Communication = Safety Needs
Beyond basic communications functions, apps must be made available and installed for an additional layer of connectivity. For example, learning management systems (LMS) enable communication beyond classroom walls and empower students with the learning resources they need while at home or in the community. However, how do we ensure access off-campus for those without ubiquitous internet connections
3. Productivity = Love Needs
Communication that encourages higher-level thinking and problem solving is where dramatic learning happens.
4. Transformation = Esteem and Self-Actualization Needs
IT and educators are pairing innovative teaching methods such as blended learning (a mix of technology and traditional learning) or flipped classrooms (teaching is done at home and exercises during class time) with education apps (productivity layer).
5. Let Mobile Device Management (MDM) Be Your Stepladder
