Posts tagged "transformation"

October 2, 2012

Applying the SAMR model into education

We know when we have achieved successful technology integration: it is when we use technology without even thinking about it.

Adobe tools have sometimes seemed quite exclusive, solely for industry professionals. The need for teachers to up-skill has always seemed quite low on the priority list. The very hurdle of learning how to use the software can stand in the way of using the software to enhance learning. At my school Photoshop is only used in the Advanced IT course. Why is that?

I think Adobe have responded with new tools like Photoshop Elements/Premiere Elements and Muse. I am very pleased at the high uptake from my teaching colleagues and students alike. With minimal training and support I am beginning to see teachers integrating these tools into their daily workflows. As adoption of these tools increases it is evident that Adobe can go beyond enhancing learning.

Borrowed from an expert called Dr Rueben Puentedura the term “Transformation” as a result of technology adoption, is a stage you want to aim for in your journey of successful technology integration.

The SAMR model.

Dr Rueben Puentedura hit on a model which you should be familiar with. The SAMR model is a system which you can use to measure your application of technology, or it’s level of use.

 

 

The first level is the lowest level of use: Substitution.

Technology acts as a direct tool substitute with no functional changes. A common example is a type-writer being exchanged for a word-processor (albeit with a screen) and being used in exactly the same way. No cut and paste, no spell check, just direct substitution.

The second level is: Augmentation

At this level you are using the same tool with some functional improvement. Improvements may include the spell check or instant dictionary definition, cut/paste and placement of images etc. Already at this secondary stage we are seeing a much higher level of productivity from the individual.

The third level is: Modification

This level actually slightly alters (but doesn’t change) the task at hand. For example, beforehand your type-writer was being used to produce a text report. But now we have additional technology tools available, we could create the report in a spreadsheet. This would allow you to automatically calculate sums and create graphs for immediate visualisation of the information. We may choose to email the spreadsheet to colleagues instead of print it. Our report (previously a fixed paper document) has now seen significant task redesign. This results in substantial productivity increase.

The fourth level is known as: Redefinition.

At this level, we look beyond ways of just modifying the process **which still has the fundamental task at its heart**. Is this the best way to perform the task? The Redefinition level will use available technology to completely redesign tasks.

We are no longer producing a simple report. Information that would original have been compiled by an individual could now involve many contributors; collaborating in real time on the same document. An example might be to use a public document on Google Docs allowing for instant global collaboration on the project. The project could include photographs, graphics, even video, added from many different devices. Spreadsheet calculations will cascade through a document and be available for all decision makers in a moment. Immediately the task has seen the removal of multiple steps, and many more users are viewing and editing the document, increasing communication, accuracy, and productivity.

Applying this model into education is having astounding results. It is a fairly simple idea but one which has really helped me to evaluate where I am at, and what I could be achieving.

I would add that task redefinition can also remove constraints that may have existed before but were not addressed. At redefinition the task and its outcomes are clearer, the technology becomes invisible and the learning at hand takes priority.

With tools like Captivate and Adobe Connect it is very clear to see how Adobe are not only enhancing teaching practices but truly transforming tasks.

I encourage you to visit Dr Rueben Puentedura’s blog at www.hippasus.com to discover more.

10:13 AM Permalink
March 6, 2012

Worth vs. Work Transforming People and Organizations for The Knowledge Economy

Labour, as its name would suggest, has shouldered its own burden through the ages. Elevating its noblesse or reducing its worth has pitted politicians, social engineers, economists, Marxist theoreticians and capitalists in a titanic ideological struggle that has resulted in labour being commoditised and reduced to the lowest common denominator. Clearly—the dominant western view enjoys a pan global embrace—putting labour, as we once knew and loved it, squarely at the bottom of the Darwinian food chain.

It stands to reason that value or worth inheres in something other than the proverbial “sweat” of our brows. Value now accretes around our ability to build and leverage connectivity and the accumulated  social capital that is measured not in dollars and cents, rather in clicks and likes. Social platforms provide us the ability to form a vast and persistent wake or  train of links to a constituency of people who maintain an ongoing interest in us and provide us with a basis of worth in the emerging economy. The prudent investor seeking to increase his or her “worth”  in this environment, then, would be wise to invest in being highly social and joining the conversation around the water cooler.

There are many, and I would include myself in the many, who stubbornly cling to a sentimental notion of “work” and who view the “Social Thing” as a waste of both time and money (two very familiar friends from the old paradigm of work). This group sees internet use as a form of play at its best and distraction at its worst. We fail to see “traditional” value in it and many of us in law, finance, markets, advertizing, education struggle to wrestle this round peg into the very square hole we created for ourselves over the years.

Walter Ong asserted that the wired generation would enter into what he termed “Secondary Orality” Where being interconnected to the degree that we are forces us to be highly participatory and involved rather than isolated and detached. If you consider traditional organizational schemas pertaining to work, it was mechanistic and hierarchically and linearly structured with each cog doing a very specific job (valued in years of experience and levels of education) performed in relative isolation. It was the age of specialization.

We must then ask, what are the competencies for thriving in this new economy? Learning the Art of Conversation seems to be a crucial one. Connecting and conversing through Facebook, Twitter, Blogs and WIKIs and the like are a good start. Knowledge in this arena seems less proprietary and more of a multi-valent narrative much like going around a campfire circle improvising the lyrics as we move from one camper to the next. For this to work well you need to develop expert listening skills so that you can take what is offered to you, add to it, and pass it on—classic IMPROV theatre techniques that can be gleaned from the works of Sages such as Viola Spolin or Keith Johnstone. A good conversationalist needs to be a generalist so that you can engage with people on their own turf and terms. A good generalist should, naturally, be willing to assume a variety of roles. This ability to switch roles not only confers an adaptive advantage on the individual and the entities that they provide worth to it also helps to build a deep sense of empathy for others in similar situations—especially when you assume new and unfamiliar responsibilities—you understand firsthand what it is like to walk a mile in the novice’s shoes and gain an experience at a grassroots level that older, structured organizational forms cannot  accommodate.

While most organizations recognize the sea changes that are washing over and around us, few have a clear vision of what they need to do in order to engineer a successful transformation that can effectively leverage the emerging paradigms of value. Part of the problem is the inability to wean the organization from traditional rubrics of valuation and organization. Most consider integration as being a scheme aimed at embedding a new technology into an existing structure with the least amount of disruption. The irony is that it is the disruptive aspect of these technologies that should be leveraged NOT mitigated! Often in these circumstances the irritation caused by the “integration” is grudgingly tolerated by decree. The points of contact in the organization are not in alignment with the natural tendencies of the technologies adopted and they often fail or fail to live up to unrealistic expectations.

Few storied organizations are flexible enough in their thinking to consider that a radical restructuring of the org chart is necessary in order to allow these technologies to revolutionize the way they do things. The real innovation, interestingly enough, is in the capacity to consider the sweeping cultural, organizational and economic changes that might be required—the technology simply acts as an accelerant.

I have been working for approximately 8 years on driving cultural change vis-a-vis technology in an applied education context and have encountered the tensions between maintaining the status quo and driving innovation. I can assure you that simply acquiring the latest greatest technology simply does not work without exporing new forms of organization that reflect the inherent tendencies of these technologies and the environments that they help to shape.

I have attached a dossier of illustrated PDFs that detail some aspects of the knowledge and media ecosystem, the competencies and relations between people working in these environments as well as a series of snapshots detailing moves that I have been making away from linear, factory models of organizational efficiency toward models that are more organic, self organizing, agile  and adaptive in order to facilitate RISK-based learning (Rapid Integration of Skills and Knowledge) and effective engagement with emerging technologies and environments.

knowledge_economy_package

3:14 AM Permalink