Saturday, June 28, 2014
Saturday, June 21, 2014
Weekly Sporto bookmarks (weekly)
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RUSC Vol. 11 No 2 Special Issue
E-learning in economics and business.
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Educational triage in open distance learning: Walking a moral tightro…
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Starbucks Paying for Employees Tuition at ASU Online |e-Literate
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Five Things Online Students Want from Faculty | Faculty Focus
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Jill Lepore: What the Theory of “Disruptive Innovation” Gets Wrong : The New Yorker
- Disruption is a predictable pattern across many industries in which fledgling companies use new technology to offer cheaper and inferior alternatives to products sold by established players
- Startups are ruthless and leaderless and unrestrained, and they seem so tiny and powerless, until you realize, but only after it’s too late, that they’re devastatingly dangerous: Bang! Ka-boom! Think of it this way: the Times is a nation-state; BuzzFeed is stateless. Disruptive innovation is competitive strategy for an age seized by terror
- Replacing “progress” with “innovation” skirts the question of whether a novelty is an improvement: the world may not be getting better and better but our devices are getting newer and newer.
- disrupt, and you will be saved.
- In the longer term, victory in the disk-drive industry appears to have gone to the manufacturers that were good at incremental improvements, whether or not they were the first to market the disruptive new format. Companies that were quick to release a new product but not skilled at tinkering have tended to flame out.
- Disruptive innovation can reliably be seen only after the fact. History speaks loudly, apparently, only when you can make it say what you want it to say
- But, unless you already believe in disruption, many of the successes that have been labelled disruptive innovation look like something else, and many of the failures that are often seen to have resulted from failing to embrace disruptive innovation look like bad management.
- But among the many differences between disruption and evolution is that the advocates of disruption have an affinity for circular arguments.
- If an established company doesn’t disrupt, it will fail, and if it fails it must be because it didn’t disrupt
- When a startup fails, that’s a success, since epidemic failure is a hallmark of disruptive innovation. (“Stop being afraid of failure and start embracing it,” the organizers of FailCon, an annual conference, implore, suggesting that, in the era of disruption, innovators face unprecedented challenges. For instance: maybe you made the wrong hires?) When an established company succeeds, that’s only because it hasn’t yet failed. And, when any of these things happen, all of them are only further evidence of disruption.
- When the financial-services industry disruptively innovated, it led to a global financial crisis. Like the bursting of the dot-com bubble, the meltdown didn’t dim the fervor for disruption; instead, it fuelled it, because these products of disruption contributed to the panic on which the theory of disruption thrives.
- Christensen and Eyring also urge universities to establish “heavyweight innovation teams”
- The logic of disruptive innovation is the logic of the startup: establish a team of innovators, set a whiteboard under a blue sky, and never ask them to make a profit, because there needs to be a wall of separation between the people whose job is to come up with the best, smartest, and most creative and important ideas and the people whose job is to make money by selling stuff. Interestingly, a similar principle has existed, for more than a century, in the press. The “heavyweight innovation team”? That’s what journalists used to call the “newsroom.
- few of which are profitable
- isruptive innovation is a theory about why businesses fail. It’s not more than that. It doesn’t explain change. It’s not a law of nature. It’s an artifact of history, an idea, forged in time; it’s the manufacture of a moment of upsetting and edgy uncertainty. Transfixed by change, it’s blind to continuity. It makes a very poor prophet
- Three out of four startups fail. More than nine out of ten never earn a return.)
- If you start a business and it succeeds, Linkner advises, sell it and take the cash. Don’t look back. Never pause. Disrupt or be disrupted.
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Saturday, June 14, 2014
Weekly Sporto bookmarks (weekly)
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After weeks of rumors, universities unveil the digital education consortium Unizin @insidehighered
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Big Data: An Evolution in Higher Education's Technology Landscape -- Campus Technology
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What Might the Future of Online Education Look Like? Imagining Several Scenarios …
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Digital Collections as Research Infrastructure (EDUCAUSE Review) | EDUCAUSE.edu
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After weeks of rumors, universities unveil the digital education consortium Unizin @insidehighered
"On a website that went live just after midnight this morning, organizers described Unizin as a sort of one-stop shop for digital education, supporting “flipped classroom[s], online courses/degrees, badged experiences for alumni, or even MOOCs if desired.”"
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Critical Success Factors of Technological Innovation (EDUCAUSE Review) | EDUCAUSE.edu
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The Universal Library Is Us: Library Work at Scale in HathiTrust (EDUCAUSE Review) | EDUCAUSE.edu
Saturday, June 7, 2014
Weekly Sporto bookmarks (weekly)
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How the Recession Reshaped the Economy, in 255 Charts - NYTimes.com
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Free Technology for Teachers: 9 Places to Find Creative Commons & Public Domain Images
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Head to head: does the confidence gap exist? | Women in Leadership | Guardian Professional
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5 Tools to Help Students Learn How to Learn | MindShift
- Inquiry learning is an integrated approach that includes kinds of learning: content, literacy, information literacy, learning how to learn, and social or collaborative skills. Students think about the choices they make throughout the process and the way they feel as they learn.
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Goodbye to Tenure - Walt Gardner's Reality Check - Education Week
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New Rules Define Workload of Part-Time College Instructors | AdjunctNation.com