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Grading vs Assessment - Teaching Excellence & Educational Innovation - Carnegie Mellon University
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A New Pedagogy is Emerging... and Online Learning is a Key Contributing Factor | teachonline.ca
- Digital learning can leave a permanent 'trace' in the form of student contributions to online discussion and e-portfolios of work through the collection, storing and assessment of a student's multimedia online activities. Peer assessment involves students in the review of each other’s work, providing useful feedback that may be used in revision of documents and a better understanding of issues.
- ome common factors or trends
- Learning analytics are being developed to make this tracking of student learning as demonstrated through their digital activities easier and more scalable.
- course design and delivery
- opening up learning,
- advantages both to students and professors, compared with traditional forms of assessment. It also brings new challenges concerning what type of learning to assess, student support in using technology for sophisticated demonstrations of learning, and issues of security for exams.
- sharing of power between the professor and the learner
- support and negotiation over content and methods
- learners supporting each other through new social media, peer assessment, discussion groups, even online study groups
- learner autonomy
- increased use of technology not only to deliver teaching, but also to support and assist students and to provide new forms of student assessment
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Additional examples of New Forms of Assessment
E-Portfolios at Wilfrid Laurier University
E-Marking at the University of Ottawa
Online Marking at University of Waterloo
PeerScholar at the University of Toronto
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Saturday, December 19, 2015
Weekly Sporto bookmarks (weekly)
Saturday, December 12, 2015
Weekly Sporto bookmarks (weekly)
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Content Management vs. Knowledge ManagementA Summary of Key Differences - KMWorld Magazine
- Instead of the more static create/manage/publish flow that embodies most CMS, organizations need to embrace a more fluid capture/route/convert workflow—and be able to cohesively measure the entire process from within one KM system.
- It is clear that business-critical knowledge needs to be captured as a by-product of daily work interactions, versus created as part of a dedicated process.
- Similarly, email threads and forum posts could be systematically harvested to create new knowledge.
- Information management is important, but in an environment that emphasizes knowledge capture, the ability to route information to the right individual or teams for verification and approval takes on even more importance.
- system that supports authoring, routing and publishing in a production environmen
- important to associate knowledge management processes with the "conversion" goals of the organization
- organizations should offer proactive and reactive methods for finding information. Options could include alerts and subscriptions, or integrated search and retrieval mechanisms
- ability to holistically monitor and measure critical elements of the entire workflow process is a fundamental difference between KMS from CMS
- Tracking contributions of authors, and the value of those contributions for rewards and recognition is critical, so that authors have an incentive to divulge the tacit knowledge in their heads and take the time and effort to document it
- critical to measure time in the workflow and identify approval bottlenecks
- critical to measure the speed of knowledge updates and ensure a timely flow
- deliver targeted, business-critical information in a timely manner so that customers can either serve themselves or receive fast, effective service from company representatives
- this information now embodies the critical knowledge people need to perform in their jobs.
- This knowledge is egalitarian in nature; instead of residing in the hands of a few content creators, it is generated by employees, partners, distributors and customers.
- And given the sheer volume of information, critical knowledge needs to be easily found or, better yet, proactively delivered to those most likely to be interested in receiving the latest updates. The value and usefulness of knowledge needs to be measured and knowledge that is no longer useful needs to be culled, while new contributions need to be monitored and encouraged. The process must evolve from a more static create/manage/publish process to a more dynamic and holistic capture/route/convert/measure process. These are the realities that differentiate content-driven websites from conversion-focused, knowledge-based Web applications.
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Content Management vs. Knowledge ManagementA Summary of Key Differences - KMWorld Magazine
- for more flexibility and greater collaboration, both within an organization and external to it with customers and partners.
- To foster this collaboration, organizations need new ways of producing, authoring, capturing, disseminating and assessing knowledge
- Companies today often use Web-based content management systems (CMS) to manage knowledge-based processes and sites. However, CMS were not designed for knowledge management—and because of several critical gaps in product capabilities, many organizations are failing in their efforts to foster greater collaboration.
- both deal with creating, managing and publishing information. However, there are several fundamental differences between a typical CMS and a KMS, specifically with regard to how information flows through the development and publishing processes.
- Daily work depends on granular snippets of knowledge.
- CMS are geared toward managing projects, Web pages, and websites, information that is typically not granular in nature. KMS, on the other hand, are geared toward efficiently managing snippets of information, such as how-tos, procedures and solutions, which are inherently more granular, and more directly relevant to the tasks at hand.
- Knowledge has a shelf life.
Today’s knowledge is dynamic and has a shelf life. - So today’s business-critical knowledge needs to be captured, reviewed and published quickly, and updated and culled frequently.
- People don’t and won’t take the time to document what they know.
- The kind of information discussed here is tacit knowledge, i.e. knowledge that is in people’s heads but is rarely documented.
- To capture this tacit information, it is critical to make knowledge-capture easy. Further, this knowledge-capture needs to be done as part of the work process and not as a separate document or content publishing task that an employee might engage in some day.
- Expertise is distributed.
Tacit knowledge is not restricted to a few in-house experts. - This means that the notion of authorship expands to a much wider variety of people, from dedicated authors and publishers to product experts, rank and file employees and even customers participating on blogs and forums. In fact, to extract tacit knowledge, it makes more sense to involve more people than less.
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Knowledge Management vs. Content Management
- CM systems treat content the same way that warehouses treat boxes: they put labels on the outside, so they don’t have to look inside.
- Knowledge isn’t just content.
- It’s actionable information: information needed to make a decision, the resolution to a problem, or the answer to a question.
- Documents—the focus of enterprise CM systems—aren’t knowledge
- Knowledge management best practices like KCS require that knowledge must be structured for reuse, separating the problem or question being asked, from the environment in which it occurs, from the underlying cause, the actual resolution or answer, and other topics
- It enables the work to get done, but it’s not part of doing the work.
- Knowledge management, in contrast, is the work
- Knowledge management isn’t something we do in addition to solving problems…it becomes the way we solve problems.”
- For knowledge management, the primary obstacle to success is getting a critical mass of people to use it consistently throughout their workday.
- With insufficient or out-of-date knowledge, people will lose confidence and will be less likely to use the knowledge.
- Without a content management program, teams and groups won’t be able to share and manage the documents they need to do their work. Without knowledge management, the insights and answers that come up in the course of doing business will be lost.
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Knowledge Management vs. Content Management
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- Write, edit and publish content
- Store company knowledge in one place
- Create digital pages rather than document files
- Advanced search tools help you find the right information fast
- Advanced user permissions
- Multimedia support, including video and document preview
- Social integration: news feeds, wikis and forums
CMS and KM Similarities
- knowledge management and content management are content authoring tools
- access it through powerful search and sorting tools,
- content is viewable, shareable and searchable using powerful organizational tools like tags and metadata.
- knowledge management would fit inside content management
- While content management can perform everything a knowledge management system can, it doesn’t specialize in knowledge
- Content management is capable of a wide range of features used to manage an entire business, including marketing tools, social integration, ecommerce and SEO tools.
- Knowledge management, in contrast, tends to be an intranet accessible only by the company’s employees.
- Knowledge management is about building the most optimized, intelligent workforce possible.
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Saturday, December 5, 2015
Weekly Sporto bookmarks (weekly)
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7 Assessment Challenges of Moving Your Course Online (Plus Solutions)
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http://www.uwec.edu/CETL/resources/upload/online-assessment.pdf
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Audio in eLearning: Top 10 Tips For eLearning Professionals - eLearning Industry
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Podcast Design Strategies: Student Use of Audio in Online Classes | Online Learning Consortium, Inc
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‘Speaking to Students’ with Audio Feedback in Online Courses | Online Learning Insights
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