Open Research?

Posted on September 12, 2010 by Graham Attwell

I am still interested in experimenting with different formats for conference presentations. Of course the call for contributions and formats for different conferences will limit the possibilities (as often does the design of the conference environment). The European Conference on Educational Research offers the possibility for workshops but, in may experience, there are very few workshops and all too often it is difficult to tell the difference between a paper sessions and a workshop sessions.

This year I submitted a proposal for a workshop around the G8WAY project on educational transitions. This was the proposal:

” A major characteristic of European societies is the rapidly growing differentiation of educational pathways, opportunities and biographies. This increase in complexity requires great effort from learners into initiative taking, creativity, problem solving, risk assessment and decision taking. Through the past years various structures have been developed in order to support students in mastering educational transition. However they have been often formulated in an institutional perspective, discounting learners’ experience and creativity skills as well as new opportunities of technology enhanced learning.

The research workshop is based on the European Commission funded G8WAY project. G8WAY is based on the idea, that the growing availability of web 2.0 tools allows for bridging this gap through learner centred and connective approaches, with a chance to more effectively manage educational transition. Thus, G8WAY is developing web 2.0 enhanced learning environments, which will enable learners to reflect and develop creativity potentials and transitional skills in the light of self and others’ learning experience, made visible through a variety of media sets and PLE tools, each of them designed to meet the requirements of transition envisaged, and all of which are mapped into one single pedagogy framework.

G8WAY is producing 3 transition scenarios:

school to work and
general to higher education.
Higher education to work

For each of the scenarios a problem oriented concept and case based reasoning method will be developed and embedded into a web 2.0 learning environment to facilitate reflection, case based reasoning and experimental learning on self and other’s learning experience across different educational contexts and towards the development of transitional skills. To this purpose G8WAY will develop web 2.0 learning environments combining a variety of media sets and ICT enhanced learning tools, which are connected through a single pedagogy framework.

The research workshop is intended to form an active part of the G8WAY project, allowing connection and input from the wider educational research community to the projects work and outcomes.

This will involve collaborative exploration of a series of interlinked issues:

What are the issues in transitions between education institutions and between education and work
What competences are required to deal with transitions
How can these competences be acquired
How can informal learning be facilitated to bridge scaffold transition processes
How can thinking & reflection, conversation & interaction, experience & activity or evidence & demonstration be supported in transition scenarios
How can we use Web 2.0 and social software to support transition processes
Where do learners gain support from teachers, trainers or peers in managing their own learning for transition
What roles could Personal Learning Networks or Personal Learning Environments play in transition processes”

It all sounded very fine when I wrote the proposal last January. But the proposal didn’t require me to say HOW i was going to design and run the workshop. I only had one and a quarter hours and to make it worse the workshop was scheduled for the final confernce session – after lunch on a Friday afternoon. What I wanted to do was to go beyind brainstrorming or group work around teh main ideas of the project and inclove particpants in the ongoing research of the project.

The G8WAY project has been undertaking a series of ‘case studies’ of transitions, based on a story telling approach. To date we have gathered stories from 60 people, in six different countries. We have published the stories on the G8WAY project web site. At the present time we have two working groups who are looking at the school to university transition case studies and the university to work case studies with the aim of deriving a limited number of persona. These persona are intended to provide a basis for developing social software to assist young people in educational transitions.

We had about 20 particpants in the workshop. I asked them to work in pairs. each pair was given one of the transition stories and asked to analyse it with respect to:

a) Foregrounded and backgrounding of issues in transition, as told in the case study

b) Possible spaces for intervention to support the transition

And, somewhat to my surprise, everyone not only dived into the work but seemed to enjoy it. Indeed, the only regret was that the time was too short. Backgorund issues and potential rooms for interventionf romt he different case studies included:

Family pressure – need spaces for empowerment and rethinking of options
Cultural integration – need for spaces / approaches allowing exploration of intergenerational issues
Lack of support from colleagues in temporary employment – need for more support in finding appropriate job vacancies
Instability – need for signposting to professional support
Unsure of identity = need for peer group contact and communication

Of course, without the original case studies this feedback makes little sense. But there was a genuine enthusiasm and interest form participants both in our work and in the process. This has led me to think if we should not extend the exercise,through our project web site, allowing those who are interested but not a project partner to contribute to the project research. Of course that raises the question of why anyone would want to participate voluntarily in ‘Open Research’? The answer I think lies in the relation between research and learning. Participation in a research project can be a powerful form of learning or professional development.

I am constantly being asked to fill in questionnaires and surveys to support different projects. But seldom does the opportunity for involvement go beyond that. It will require some creativity and imagination, but I see no reason why we shouldn’t start opening up our research to all those interested. And that is not just the obligatory bulletin board for visitors to ask questions or add a comment. It means redesigning the research methodologies and processes to allow others to participate. More to come in a future post….

Free workshop on educational transitions

Posted on September 3, 2010 by Graham Attwell

The autumn conference season is in full swing. One of my favourites is Online Educa Berlin - this year being held on 2 and 3 December. If nothing else Online Educa is a great social event – a chance to catch up with friends from round the world. Online Educa also organises a series of pre conference workshops on 1 December. and this year we are organising a workshop for the European funded G8WAY project on educational transitions. Whilst there is a fee for many of the workshops, the G8WAY event is sponsored by the project and is free to participants.

The workshop will focus on the issue of how educational transitions can be made easier for young people through Internet-based services (e.g. career advice, information and guidance).

According to the workshop website the importance of helping young people in their quest to find employment is widely recognised and there is growing interest in the potential of technology-assisted learning when it comes to helping young people make the transition from education to employment. However, this area of learning remains in its infancy and throws up a series of issues for policymakers, researchers and practitioners alike.

The European project G8WAY: Enhanced Gateway to Educational Transition is investigating how social software and Web 2.0 applications can be used to help young people in make transitions.

The following key issues will be explored in the workshop:

What are the challenges of educational transitions – how can young people start a career in recession-hit European societies?
What is the potential of social software and Web 2.0 tools in the context of transitions?
What role can careers guidance and support play in this process?
What is the future of technology-based learning regarding career education?

The active involvement of participants, exchange of expertise and creation and further development of ideas will be the key elements of this pre-conference workshop.

whilst the workshop is free places are limited and pre registration is necessary. If you are going to be in Berlin, don’t miss our workshop.

Introducing e-learning – getting started

Posted on August 17, 2010 by Graham Attwell

The introduction of technology Enhanced Learning into institutions or the workplace implies change. This can be difficult to manage. senior and middle managers complain of resistance by staff to change. Many teachers I talk to would like to use more technology for tecahing and learning, but are frustrated by what they see as organisational inertia or the lack of management backing for change.

My colleague Jenny Hughes, has recently written a chapter called ‘Introducing e-Learning – getting started’ to be published in a forthcoming e-book series. The chapter looks at practical steps to introducing e-learning from the position of a senior manager, a junior manager and classroom teacher. As ever we would be grateful for your feedback on this first draft. Does it make sense to you?.

Introducing e-learning – getting started

If you want to introduce e-learning methods into your organisation the way you go about it will be largely determined by the position you hold. We have considered how you may approach it firstly as a senior manager (e.g Head of HRD or a VET school principal) then as a middle manager (e.g a training officer or section leader) and finally as a classroom teacher or trainer.

Senior manager

Before you even consider introducing e-learning, ask yourself why you are doing it – what problem are you trying to solve with it and what do you want to achieve? Just as important, how will you know that it has been achieved? What are your targets? Over what time period? Change needs to be measurable. ‘Introducing e-learning’ is just not specific enough! Do you want to install a complete learning management system including computerized student / trainee tracking, a repository of materials and course content or would you be happy if a handful of creative teachers or trainers got together and started experimenting with social software tools?

Consult early and consult often – if you force change on people, problems normally arise. You need to ask yourself which groups of people will be affected by your planned changes and involve them as early as possible. Check that these people agree with it, or at least understand the need for change and have a chance to decide how the change will be managed and to be involved in the planning and implementation. Use face-to-face communications wherever possible.
Try to see the picture from the perspective of each group and ask yourself how they are likely to react. For example, older staff may feel threatened and have no interest in adopting new technologies. The staff who teach IT often consider that e-learning is really under their remit and resent the involvement of other staff in their ‘territory’. Another very sensitive group will be your IT technicians. They can make or break your plans by claiming they ‘cannot support’ this or that and raising all sorts of security issues and other obstacles.
Although you may be enthusiastic about e-learning try not to be too zealous – this is not sustainable in the long term. The idea is to convey your enthusiasm and stimulate theirs rather than hard selling e-learning. If you do, people will nod their acceptance then completely disregard it thinking this is yet another of those initiatives that will go away in time. Change is usually unsettling, so the manager, logically, needs to be a settling influence not someone who wants to fire people up with his own passion thinking this will motivate them.

Think carefully about the time frame. If you think that you need to introduce e-learning quickly, probe the reasons – is the urgency real? Will the effects of agreeing a more sensible time-frame really be more disastrous than presiding over a disastrous change? Quick change prevents proper consultation and involvement, which leads to difficulties that take time to resolve.
Think about the scale. Are you going for a top down approach which may be standard across the institution and include a Learning Management System and a Learning Content Management System? Or are you going to stimulate small scale explorations in the classroom with a few interested teachers and try to grow e-learning organically?
Avoid expressions like ‘mindset change’, and ‘changing people’s mindsets’ or ‘changing attitudes’, because this language often indicates a tendency towards imposed or enforced change and it implies strongly that the organization believes that its people currently have the ‘wrong’ mindset.
Workshops, rather than mass presentations, are very useful processes to develop collective understanding, approaches, policies, methods, systems, ideas, etc.
Staff surveys are a helpful way to repair damage and mistrust among staff – provided you allow people to complete them anonymously, and provided you publish and act on the findings.
You cannot easily impose change – people and teams need to be empowered to find their own solutions and responses, with facilitation and support from managers. Management and leadership style and behaviour are more important than policy and sophisticated implementation processes and. Employees need to be able to trust the organization.
Lead by example – set up a Facebook group as part of the consultation process, use a page on the organization website to keep people up to date with planned changes, use different media to communicate with staff, make a podcast of your key messages and publish it on YouTube

John Kotter, a professor at Harvard Business School has designed the following eight step model, which we think is really useful so we have included it in full.

Increase urgency – inspire people to move, make objectives real and relevant.
Build the guiding team – get the right people in place with the right emotional commitment, and the right mix of skills and levels.
Get the vision right – get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
Communicate for buy-in – Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people’s needs. De-clutter communications – make technology work for you rather than against.
Empower action – Remove obstacles, enable constructive feedback and lots of support from leaders – reward and recognise progress and achievements.
Create short-term wins – Set aims that are easy to achieve – in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
Don’t let up – Foster and encourage determination and persistence – ongoing change – encourage ongoing progress reporting – highlight achieved and future milestones.
Make change stick – Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.

Middle managers

As a middle manager, in some ways you are in the most difficult position if you want to introduce e-learning methods in your classrooms or workplace as you have to convince both those above you and below you. Convincing senior managers is usually fairly easy to start with if you present them with some concrete benefits of using e-learning in a specific context and tell them that in the first instance it will not cost anything. For example, telling management that you are going to get your first year building apprentices to set up a wiki around new materials or record their work experience on a blog and that there are no cost implications is very unthreatening whereas announcing that you are going to introduce e-learning across your department is going to raise all sorts of concerns.

The important thing is that once you have done something, share the success stories with your senior managers – get them to listen to the podcast your apprentices made or invite then to join your engineering students’ Facebook group. This reassures them they made the right decision in allowing you to get on with it and actively engages them in the process. It is then much easier asking for extra money for a vid cam to improve on the audio podcasting than it would have been without any concrete outcomes.

A lot depends on how familiar your senior managers are with e-learning technologies and pedagogies and whether they are promoting it, indifferent or actively against the ideas.

If they are lacking in knowledge, one of your jobs is to educate them and the best way of doing this is to do some small scale stuff (such as the things suggested above) and show them the results. Make a clear, simple but well produced slide presentation explaining what you want to do and the benefits it will bring. Don’t send it to them as an email attachment – upload it to Slideshare and send them the link. In this way you are ‘training’ your managers in the use of e-learning - don’t miss an opportunity!

If you do need extra resources, set out a clear proposal showing what is capital cost (such as hardware) and what is recurring revenue cost (such as broadband connection). Make sure you cost in EVERYTHING (see list above) – there is nothing designed to infuriate senior management as much as a proposal that is deliberately under-costed to increase its chances of approval then to find out after implementation has started there are extra costs which, if not met, waste the rest of the investment. Of course, this is true of any proposal but investment in e-learning seems particularly prone to escalating and ‘hidden’ costs.

When it comes to dealing with the people below you, the same rules apply as those set out for senior managers. To these we would add one or two specific ideas.

Begin with a grass roots approach
Start where you have most chance of success. – Find out who in your section or department is interested in e-learning or is confident about using ICT. Encourage and ‘grow’ these people and make sure you reward them in some way. (This could be a few hours non-contact time to develop some e-learning materials or chance to go to a training course, conference or visit. )
Talk about the successes at staff meetings. Most people will see e-learning as yet more work for which there is no payback – you have to motivate them in some way.
Find a vocal group of beta testers
Don’t set strict rules – encourage exploration and experiment
Create opportunities for staff to look at e-learning being used effectively. This could be visits to other VET schools or training centres, (real or on-line), YouTube videos or practical training sessions – the best are those where they leave with e-learning ideas or materials or other products that they can use immediately in their classroom or work place.
Encourage staff to join in on-line forums or open meetings about e-learning. If they are not confident to start with, it is perfectly OK to ‘lurk’ in the background occasionally. www.pontydysgu.org is a good site for finding out about on-line events for trainers

Hold informal training sessions and encourage the use of microblogging as a back channel during training
Constantly monitor feedback and make changes as needed
Communicate the stories behind e-learning e.g How did social software start? What made Twitter happen? Will Facebook survive?

Teachers / trainers

If you are an individual teacher or trainer it can be very daunting trying to introduce e-learning into your teaching if you are working in an organisation where there is no experience or culture of e-learning. You cannot change this easily from your position. The best way of influencing things is to just try something out in your own classroom. You are definitely better starting off with some simple web 2.0 based activities as these have no cost implications. Choose this activity carefully – think of any objections that could be raised, however ridiculous. For example –

A Facebook group? – Facebook is banned or even firewalled because staff and trainees waste too much time on it.

A skype video interview between a group of apprentices and a skilled craftsman? – IT support section will not let you access Skype, (which uses a different port, which they will have closed and will not open for ‘security reasons’)

Sharing bookmarks using del.icio.us ? – the students will use it to share porn sites.

An audio podcast may be a good start if you have enough computers with built in mics and speakers or access to a mic and a recording device like an i-pod. Setting up a group wiki around a particular theme is also difficult to object to. Another possibility is to get trainees blogging (For detailed instructions on how to do all this, look at the Taccle handbook)

If you are lucky, you may find that your managers are just glad that someone is interested and give you the freedom to operate. There are very few who will actively prevent you as long as it does not cost them time or money, although you may find that some other staff have a negative attitude.

From this base you can gradually build up a small informal group of like-minded teachers to share ideas or swap materials. A group of teachers will also have more influence. Make sure any positive outcomes are disseminated, preferably show casing trainees’ work.

One good way of doing this is to print out a list of guest log-ins and passwords to anything you are working on (e.g a wiki) or the url to web pages where your trainees are publishing work. Add a brief explanation and stick it on the wall as well as routinely sending it by email to other staff in your section ‘for information’. This has the double benefit of keeping what you are doing transparent and also makes some people curious enough to click on the hyperlink.

Invite other teachers along to your classroom when you know you will be using e-learning or invite them to drop in to your group meetings.

You will also need to introduce the idea of e-learning to your trainees. Although many of the younger students will need no convincing, it can be difficult with older workers who may have a very fixed idea of what constitutes ‘training’ or ‘learning’. Make sure that the first time you introduce a new application to a group that you allow enough time to explain how the technology works and time for them to familiarize themselves with it using a ‘test’ example before you start. For example…”let’s all try setting up a wiki about things to do with Christmas / the World Cup / the best pubs in …” before you get onto the serious stuff.

Using linked Data to support Careers Advice, Information and Guidance

Posted on July 23, 2010 by Graham Attwell

For some time, I have been working at developing a Technology Enhanced Boundary Object (TEBO) to help Careers Advisers (PAs) understand Labour Market Information (LMI). But I am increasingly interested in how we can access and visualise live LMI as part of the careers advice process. These are notes I have written about the idea.

What is linked data?

The Web enables us to link related documents (from linkeddata.org). Similarly it enables us to link related data. The term Linked Data refers to a set of best practices for publishing and connecting structured data on the Web. Key technologies that support Linked Data are URIs (a generic means to identify entities or concepts in the world), HTTP (a simple yet universal mechanism for retrieving resources, or descriptions of resources), and RDF (a generic graph-based data model with which to structure and link data that describes things in the world).(Tom Heath, including excerpts from Bizer, Heath and Berners-Lee (in press))

What is the relationship between Linked Data and the Semantic Web?

Opinions on this topic differ somewhat, however a widely held view is that the Semantic Web is made up of Linked Data; i.e. the Semantic Web is the whole, while Linked Data is the parts. Tim Berners-Lee, inventor of the Web and the person credited with coining the terms Semantic Web and Linked Data has frequently described Linked Data as “the Semantic Web done right.”

Using Linked data with Careers PAs in the UK

Though the MATURE project we have undertaken extensive research and consultation with PAs in different Connexions companies including in England and Wales around the use of Labour Market Information in Careers Advice, Information and Guidance. Work undertaken through the project has aimed to allow research and easy access to documentation around different careers including LMI. We are also aware that all LMI requires interpretation – s stage of knowledge maturing – and one aim has been to allow easy forms of interpretation though tagging etc. A second aim has been to allow the development of an organisational knowledge base through sharing the results of LMI research. LMI is based on various data, collected by different government agencies and by for example the sector skills councils. In the past access to this data has been restricted. Additionally it requires considerable knowledge and skills to be able to manipulate and interpret large data sets. Inevitably much of the interpetation is over generalised and is frequently out of date.

Open Data

In autumn of 2009, a new web site was launched in the UK based on an initiative by Tim Berners Lee and Nick Shadbolt. Data.gov.uk seeks to give a way into the wealth of government data. As highlighted by the Power of Information Taskforce, this means it needs to be:

easy to find;
easy to license; and
easy to re-use.

The aim is to publish government data as RDF – enabling data to be linked together. The web site says their approach is based on:

Working with the web;
Keeping things simple: we aim to make the smallest possible changes that will make the web work better;
Working with the grain: we are not looking to rebuild the world. We appreciate that some things take time; others can be done relatively quickly. Everything has it’s own time and pace;
Using open standards, open source and open data: these are the core elements of a modular, sustainable system; and
Building communities, and working with and through them (both inside government and outside).

The new UK government has committed itself to backing this initiative and increasingly local government organisations are providing open access to data. Many of the key data sets for LMI are available through the data.gov.uk site including time series data on employment in different occupations, average earnings, job centre vacancies (at fine grained local office level and over a 10 year time series), qualifications, graduate destinations etc. along with more generalised but critical data such as post codes. All data can be queried in real time through a SPARQL interface.

Thus there is considerable potential to run queries and provide linked data providing valuable Labour Market and Careers information.

For instance:

A post code or location based query around a particular occupation could reveal:

the average pay for that job
job centre vacancies in that job over the past at a local level

By querying external databases this could be extended to include:

iCould videos about that career (there are something like 1000 high quality videos available)
Job description along with required qualifications

Where xcri course information data is available the app could provide information on local courses related to that career (Note – xcri data standard compliance is patchy in the UK).

Maturing Knowledge – the role of the PA

Whilst this system would be a great advance on anything presently available, it is not perfect. LMI data still requires interpretation. For instance job centre data has a known bias towards public sector employment, lower paid jobs and short term employment. The search only covers past data and may not reveal longer term labour market trends. Thus ideally following such a search the PA would be able to add brief notes before saving the search. These overall results could then be packaged to sent to a client as well as stored within the organisational system. To use the new information and knowledge sources being made available through the Careers Project requires new interpretation skills on behalf of the PAs. Thus the development of a linked data app would also be accompanied by the development of the TEBO which aims to provide informal learning for PAs around using LMI

Visualisations

Although a early version of the system might well be text based, it would enhance data interpretation to provide visualisations of the data.It may be possible to do this dynamically using for instance APIs to the IBM Open Source Many Eyes application.

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Category Archives: G8WAY

Open Research?

Using linked Data to support Careers Advice, Information and Guidance