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Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
Leading for Innovation by Simon Breakspear 2013
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Leading for Innovation by Simon Breakspear 2013

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Simon Breakspear presentation to WRPPA schools 18 and 19 February, 2013.

Simon Breakspear presentation to WRPPA schools 18 and 19 February, 2013.

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  1. Leadingthe Future of LearningSunday, 14 April 13
  2. Innovation for LearningApplying humaningenuity to therelentless pursuit ofbetterBetter bybeingdifferent.Let’s take onthe messy,complexproblemstogetherSunday, 14 April 13
  3. INNOVATE‘Recipe Maker’CreativityDesignIMPLEMENT‘Cake Maker’ComplianceDeliverySunday, 14 April 13
  4. Be curious & Playful“Think Lifelong Kindergarten”> Think by doing> Take risks + Be curious“I’ll tell you what it is whenit’s finished.”Sunday, 14 April 13
  5. ReimagineRedesignReinventModels, Organisations and Systems of LearningBetter by being DIFFERENTSunday, 14 April 13
  6. WHY?Sunday, 14 April 13
  7. Global Demands on LearningSunday, 14 April 13
  8. The FUTURE isnot what itused to be--> Accelerating WorldSunday, 14 April 13
  9. 21st Century CompetenciesSunday, 14 April 13
  10. “Skills have become the currencyof 21st century economies”Andreas SchleicherBut what knowledge and skills have value?Sunday, 14 April 13
  11. CognitiveInterpersonalIntrapersonal21st Century Skills: 3 DomainsNational Research Council (2012). Education for Life and Work:Developing Transferable Knowledge and Skills in the 21st CenturySunday, 14 April 13
  12. Angela Duckworth, U PENN“I’m convinced thatabout half of whatseparates thesuccessfulentrepreneurs fromthe non-successfulones is pureperseverance.”Steve JobsSunday, 14 April 13
  13. ‘What’s required now is an entrepreneurialmindset. Whether you work for a ten-personcompany, a giant multinational corporation, anot-for-profit, a government agency, or any typeof organisation in between – if you want to seizethe new opportunities and meet the challengesof today’s fractured career landscapes, you needto think and act like you’re running a start-up:your career”Sunday, 14 April 13
  14. The Equity ImperativeSunday, 14 April 13
  15. We need everybodyto become powerful& resilientlearnersSunday, 14 April 13
  16. Sunday, 14 April 13
  17. You can’tdeliverlearning(Dis) EngagementSunday, 14 April 13
  18. “If you have abody you are anathlete.”Sunday, 14 April 13
  19. “If you have abrain you are alearner.”A moralimperative toinnovateSunday, 14 April 13
  20. The Disruptive Potential ofNew Digital TechnologiesSunday, 14 April 13
  21. Powerful newtechnologies> Cloud> Mobile> SocialGame-changing opportunities for learningSunday, 14 April 13
  22. This is just thebeginning... not the end.Sunday, 14 April 13
  23. Moving beyond the limits oftop-down reformSunday, 14 April 13
  24. Limits of top-down reform menu.... beyond the flat-lineMcKinsey & Co 2010Poor to Fair! ! - Basics of literacy & numeracyFair to Good!! - Getting foundations in placeGood to Great! ! - Shaping the professionalGreat to Excellent - Improving through peers! ! ! ! ! and innovationSunday, 14 April 13
  25. “Great to excellent: the interventions of thisstage move the locus of improvement fromthe centre to the schools themselves; thefocus is on introducing peer-based learningthrough school-based and system-wideinteraction, as well as supporting system-sponsored innovation and experimentation”.(p20)Sunday, 14 April 13
  26. The problemsolving potentialof frontlineinnovationLocal solutions to localchallenges.. taken to scale.Sunday, 14 April 13
  27. How do we solve the problem ofvariability within and between schools?How do we overcome the influence ofSES background on learning?Sunday, 14 April 13
  28. Pushed toInnovationby failure...Sunday, 14 April 13
  29. Pulled toInnovationbyopportunitySunday, 14 April 13
  30. S0 What?School Improvement + Systemic InnovationStepReformLeapTransformSunday, 14 April 13
  31. RE-imagine LEARNINGWe need a radical new vision forlearning and teaching1. Physical Learning Spaces2. Assessment3. Technology & pedagogy4. Roles, identities, capabilities of the teacher5. Lesson time & sequenceSunday, 14 April 13
  32. Frontier agendaHow might we design, prove andscale new models that ensuredeep, personalised and effectivelearning for all?Sunday, 14 April 13
  33. Leading Learning InnovationSunday, 14 April 13
  34. 7 Strategies for leadinglearning innovationSunday, 14 April 13
  35. LEARN the ARTand DISCIPLINEof INNOVATION> Leadership MINDSETS> Organisational PROCESSES> PEOPLE and CULTURESunday, 14 April 13
  36. How might we.....?Provocatively Question the Status Quo1Set the innovationagendaSunday, 14 April 13
  37. Embrace Pedagogy for Deep learning2Sunday, 14 April 13
  38. Harness Human-centred Design3Embrace human-centred designDriven byEmpathySunday, 14 April 13
  39. Give Permission through Conditions4Culture MattersSunday, 14 April 13
  40. Launch, learn, reiterate .... then scale5Deploy Rapid prototyping“A propensity towards action”Reid HoffmanSunday, 14 April 13
  41. Build a network of lab schools6Sunday, 14 April 13
  42. Unashamedly Seek out Disruptive Innovations7Quality + Equity + CheapPace and scale ofchangeHarnessgame-changingideasSunday, 14 April 13
  43. How might we.....?Provocatively Question the Status Quo1Set the innovationagendaSunday, 14 April 13
  44. Stuck in same...TinkeringtowardsUtopiaSunday, 14 April 13
  45. Be bold. Think big.Be unreasonable.Become relentless and insistent onchanging the status quo“The reasonable manadapts himself to theworld. The unreasonableone persists in trying toadapt the world tohimself. Therefore, allprogress depends on theunreasonable man [andwoman].” -George Bernard Shaw10x’sSunday, 14 April 13
  46. What is the overarching story andthe specific problems of focus?Set theInnovationAmbition &AgendaSunday, 14 April 13
  47. SkypeNiklas Zennstrom “Our goal is to bedisruptive, but in the case of making theworld a better place.”Unite around adisruptive missionSunday, 14 April 13
  48. Southwest Airlines“Democratise the Skies”Sunday, 14 April 13
  49. What is your compelling mission?We exist to .....Sunday, 14 April 13
  50. BordersBlockbusterHMVAmazonNetflixiTunesGood to Great to ..... ObsoleteNothing fails like successSunday, 14 April 13
  51. When we are doingwell... we often askdelivery questions...rather than disruptionquestions.Sunday, 14 April 13
  52. problem solving potential ofinnovationLocal solutions to localchallenges.Solve for x(x=learning)Sunday, 14 April 13
  53. > How could we design the school term forteacher sustainability?> How can we make high school a betterexperience that costs less?> How could we deliver education with minimalenvironmental impact?> How could we engage the disengaged withoutthe use of technology?> How might our parents help us innovateassessment?> How can our CPD equip our staff to becomemore creative and divergent thinkers?Sunday, 14 April 13
  54. What is your learning design question?How might we......?Disrupt the status quoSunday, 14 April 13
  55. Embrace Pedagogy for Deep learning2Sunday, 14 April 13
  56. Current paradigm of Learning+TechnologySunday, 14 April 13
  57. Current paradigm of Learning+TechnologyXSunday, 14 April 13
  58. “What is clear is that no technologyhas an impact on learning in its ownright; rather its impact depends uponthe way in which it is used.”NESTA, 2012 “Decoding learning:The proof promise andpotential of digital education.” p9Sunday, 14 April 13
  59. Learning from ExpertLearning with OthersLearning through MakingLearning through ExploringLearning through InquiryLearning through PractisingLearning from AssessmentLearning in and across Settings8 Effective Learning ThemesNESTA, 2012 “Decoding learning:The proof promise and potential of digital education.” p9Sunday, 14 April 13
  60. 30 years of schooleffectiveness researchand 10 years of systemreform research.One major conclusion on what matters...Sunday, 14 April 13
  61. “An unrelenting focus onlearning and teaching.”(and the relationship between them)Sunday, 14 April 13
  62. Describe one of yourmost powerful andmeaningful learningexperiences...Capture 5 of the key elementsSunday, 14 April 13
  63. BIG5for LearningSunday, 14 April 13
  64. sequenced6.APPLY5. CONNECT4. EMBED3. UNDERSTAND2. STRUCTURE1. COLLECTSunday, 14 April 13
  65. Engaging + ActivePull rather than push studentsinto learning.“One-click”LearningSunday, 14 April 13
  66. CollaborativeSunday, 14 April 13
  67. Deep + Challenging + StretchingSunday, 14 April 13
  68. Mihaly CsikszentmihalyiFinding flowSunday, 14 April 13
  69. 1. Find and leverage unique genius2. Treat diversity as a resource3. Provide coice and coaching4. Assets-based approach5. Encourage agency, responsibilityand identify as a learner6. Regular, meaningful FeedbackPersonalisedSunday, 14 April 13
  70. > Enlist students as co-creators anddesigners of learning.> Student Ownership of their learningco-createdSunday, 14 April 13
  71. ‘to put it simply, the core of this consensus isthat people learn most effectively when theyare mainly learning WITH others, andsometimes BY themselves, and less frequentlywhen the are having things explained FORthem or knowledge delivered TO them. Increasingly, to make learning effective we needto design it as a WITH and BY activity, ratherthan something that’s about doing FOR and TOus.’Charles LeadbeaterRethinking innovation in education: opening up the debate. (2011, CSE).Sunday, 14 April 13
  72. Applied + AuthenticSunday, 14 April 13
  73. Teacher as ActivatorMichael FullanThe New PedagogySunday, 14 April 13
  74. RE-imagine LEARNINGWe need a radical new vision forlearning and teaching1. Physical Learning Spaces2. Assessment3. Technology & pedagogy4. Roles, identities, capabilities of the teacher5. Lesson time & sequenceSunday, 14 April 13
  75. Kunskappskolan (Sweden)> Personalisation> ResponsibilitySunday, 14 April 13
  76. HIGH TECH HIGH* Project-based learning> Public ExhibitionSunday, 14 April 13
  77. 1.Who owns the learning? Who has agency?Who is responsible?2.What types of learning relationships and rolesare present?3.What type of motivation for learning?4.What is the role of teachers and technology?5.What is the role of new spaces for learning?Big questions to ask:Sunday, 14 April 13
  78. Embrace Pedagogy for Deep learning2Embrace human-centred designSunday, 14 April 13
  79. Harness Human-centred Design3Embrace human-centred designDriven byEmpathySunday, 14 April 13
  80. Marc KoskaK1 Auto-disposable SyringeSunday, 14 April 13
  81. Listenuser NEEDS, motivations, aspirationsSunday, 14 April 13
  82. CaptureSunday, 14 April 13
  83. DESIGNER ???Sunday, 14 April 13
  84. Human-centred design-led innovation(aka Design Thinking, & HCD)Is so hot right now..Sunday, 14 April 13
  85. in ACTIONSunday, 14 April 13
  86. Process1. Inspiration 2. Ideation 3. Experimentation 4. ImplementationHow to set up a team for innovation?Sunday, 14 April 13
  87. www.designthinkingforeducators.comSunday, 14 April 13
  88. Harness Human-centred Design3Embrace human-centred designDriven byEmpathySunday, 14 April 13
  89. Give Permission through Conditions4Culture MattersSunday, 14 April 13
  90. ZAPPOSTony Hsiech “Delivering Happiness”Give PermissionThrough ConditionsSunday, 14 April 13
  91. The Zappos Core Values are:1. Deliver Wow Through Service2. Embrace and Drive Change3. Create Fun and a Little Weirdness4. Be Adventurous, Creative and Open-Minded5. Pursue Growth and Learning6. Build Open and Honest Relationships withCommunication7. Build a Positive Team and Family Spirit8. Do More with Less9. Be Passionate and Determined10. Be HumbleSunday, 14 April 13
  92. Medici effect:Breakthroughinsights come atthe intersection ofideas, disciplines,perspectives,concepts andcultures.Bring diversity to yourgreatest challengesMulti-GenerationalMulti-disciplinaryMulti-rolePurposefully employ diversity.Sunday, 14 April 13
  93. Blow up the SilosCurate productive collisionsSunday, 14 April 13
  94. Give Permission through Conditions4Culture MattersSunday, 14 April 13
  95. Launch, learn, reiterate .... then scale5Deploy Rapid prototyping“A propensity towards action”Reid HoffmanSunday, 14 April 13
  96. THE OLD PROCESS - WaterfallInspired at conferenceStart a committeeWrite a detailed planGet a budgetLarge-scale Implementation: ): (Sunday, 14 April 13
  97. THE OLD PROCESS - WaterfallInspired at conferenceStart a committeeWrite a detailed planGet a budgetLarge-scale Implementation: ): (UNCERTAINTY!“we didn’t know thatwould happen”Sunday, 14 April 13
  98. Clover food LabSunday, 14 April 13
  99. INNOVATING for LEARNING=LIVE LEARNING EXPERIMENT(In learning design& Institutional Design)Sunday, 14 April 13
  100. Likelihood of successfullyimpacting student learningWaste of change resources($ + Time + People)The HOW of leading innovation for learningA model for practical R & D in Schools?Sunday, 14 April 13
  101. MVP = Minimal viable product“What is the minimum set of features thatyou need in order to begin the process offeedback and discovery?”It is smaller than you thinkRapid prototyping cycles Luis Gomez & Tony BrykSunday, 14 April 13
  102. What could be yourMVP?Make it as specific as possibleSunday, 14 April 13
  103. Reframe FailureFail fast! Failforward! Acceleratelearning.Sunday, 14 April 13
  104. Sunday, 14 April 13
  105. Success and failure are not polar opposites:you often need to endure the second to enjoy the firstJ-CurvesSunday, 14 April 13
  106. 5,127Sunday, 14 April 13
  107. “In Germany bankruptcy can endyour business career ....in Silicon Valley it is almost abadge of honour.”Sunday, 14 April 13
  108. Simple challengesXSchools as....ComplexSMART FAILURE = LEARNING“We learn much more fromfailure than we do from success.”A.G. Lafley, ex-boss of Procter & GambleSunday, 14 April 13
  109. PivotSunday, 14 April 13
  110. My first three actionswould be...1.2.3.Sunday, 14 April 13
  111. 1. How do we understand the problem(s) we seek to solve?2. How do we understand the system(s) in which theproblems are embedded? (All successful solutions mustconsider how they integrate within the larger social system).3. What specifically are you trying to accomplish? Thisinvolves identifying specific measurable targets that will uniteall efforts of the diverse participants.4. What changes might we introduce, and what is therationale for each? This refers to your overarching theory ofchange - what is the logic of your proposed solutions?5. How will we know if the changes we introduced areactually an improvement?Sunday, 14 April 13
  112. Launch, learn, reiterate .... then scale5Deploy Rapid prototyping“A propensity towards action”Reid HoffmanSunday, 14 April 13
  113. Build a network of lab schools6Sunday, 14 April 13
  114. Social NetworksSunday, 14 April 13
  115. Crowd SourcingWikipediaLinux Crowd fundingSunday, 14 April 13
  116. Cooking RelationshipsCore ActivityCo-designing Fusion RecipesTeaching others how to cookSharing your recipes/resourcesKnow what other people are cookingWant to be cooking better than othersSunday, 14 April 13
  117. Education Network Growth TrajectoryLevel Name Core Activity4 Creating Co-designing Innovation3 Committed Capacity Building2 OpenIdeaSharing1 SocialPersonalAwareness0 ClosedStagnantCompetitivenessSunday, 14 April 13
  118. Stagnant CompetitivenessSunday, 14 April 13
  119. Personal AwarenessSunday, 14 April 13
  120. Idea sharingSunday, 14 April 13
  121. Capacity BuildingSunday, 14 April 13
  122. Co-designing InnovationImprovement & InnovationLearning LabsSunday, 14 April 13
  123. Learning Futures Model* See, for example the Whole Education Campaign (www.wholeeducation.org)Fig. 1 THE FOUR APPROACHES TO DESIGNING LEARNING FOR SCHOOL ENGAGEMENTSCHOOL ASBASECAMPENQUIRY-BASEDLEARNINGEXTENDEDLEARNINGRELATIONSHIPSSCHOOL ASLEARNINGCOMMONSPLACEDPERVASIVE PURPOSEFULPRINCIPLEDMoreover, the Learning Futures programme hasfound that ‘engagement’ is not just something thatteachers and learners involved in the work.Sunday, 14 April 13
  124. Education Network Growth TrajectoryLevel Name Core Activity Description Next step4 CreatingCo-designingInnovation3 CommittedCapacityBuilding2 OpenIdeaSharing1 SocialPersonalAwareness0 ClosedStagnantCompetitivenessSunday, 14 April 13
  125. NYC iZoneSunday, 14 April 13
  126. Build a network of lab schools6Sunday, 14 April 13
  127. Unashamedly Seek out Disruptive Innovations7Quality + Equity + CheapPace and scale ofchangeHarnessgame-changingideasSunday, 14 April 13
  128. Disrupting travelTURNING SPARE ROOMS INTO THE WORLD’SHOTTEST HOTEL CHAIN FastCompanySunday, 14 April 13
  129. Game-changingOpportunities for LearningData &LearningAnalyticsSocial(platform enabled)Mobile(cheap)LearningPlatformsFreecontentSunday, 14 April 13
  130. NEIL D’SOUZABring blended learning to the last mileSunday, 14 April 13
  131. Our systems of learningshould always be in‘beta’ modeembracepermanentbeta modeZig-zig pathto impactSunday, 14 April 13
  132. “I used to think..” “Now I think..”How has your thinking changed as aconsequence of the work we have donetogether?Visible thinking. Project ZeroSunday, 14 April 13
  133. "Simply by sailing in a newdirectionYou could enlarge the world."A. Curnow.Push on the edge of educational changeSunday, 14 April 13
  134. Commit yourselfyou need to lead it.NetworkedSunday, 14 April 13

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