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Radical participation: a smörgåsbord


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Slides for a keynote presentation by Dr. Doug Belshaw at Durham University's eLearning conference, 7 January 2015.

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Radical participation: a smörgåsbord

  1. 1. RADICAL PARTICIPATION a smörgåsbord
  2. 2. Dr. Doug Belshaw Web Literacy Lead Mozilla Foundation @dajbelshaw #durbbu #radicalparticipation
  3. 3. Teacher (History/ICT) Director of eLearning Researcher (Jisc) Mozilla }Student
  4. 4. A global non-profit with a mission to promote openness, innovation & opportunity on the Web.
  5. 5. What’s your organisation’s MISSION?
  6. 6. partnership?
  8. 8. RADICALadj. Esp. of change or action: going to the root or origin; touching upon or affecting what is essential and fundamental; thorough, far- reaching. (Oxford English Dictionary)
  10. 10. PARTICIPATIONn. The process or fact of sharing in an action, sentiment, etc.; (now esp.) active involvement in a matter or event, esp. one in which the outcome directly affects those taking part. (Oxford English Dictionary)
  12. 12. What would constitute radical participation in this session? (what are the enablers? what are the constraints?)
  14. 14. The term Architecture of Participation is from a 2004 article by Tim O’Reilly “I've come to use the term ‘the architecture of participation’ to describe the nature of systems that are designed for user contribution.”
  15. 15.
  16. 16. Technology can fence people in and keep people out. Mozilla attempts to be inclusive. We use open technologies like email, IRC and the Web. Stuff that works everywhere.
  17. 17. What do people really mean when they say they want something to be ‘as easy to use as Facebook?’
  20. 20.
  21. 21. CLUBS* *Name TBC WEBMAKER
  22. 22. From the wiki: "Clubs" is a placeholder term. As this initiativedevelops, it may or may not have the trappingscommonly associated with clubs. The term is justto help us hang our thoughts on a noun. It coulddie. Or it could be what we call it. Let's just see. Roughly, we anticipate that clubs have thefollowing elements: • Series of activities • Lightweight community participation• Local groups globally networked • Leadership development • Integrated with other Mozilla mentor networks
  23. 23. Can you draw your organisation’s architecture of participation? Image from
  24. 24. Some things benefit from shocks; they thrive and grow when exposed to volatility, randomness, disorder, and stressors and love adventure, risk, and uncertainty. Yet, in spite of the ubiquity of the phenomenon, there is no word for the exact opposite of fragile. Let us call it antifragile. Antifragility is beyond resilience or robustness. The resilient resists shocks and stays the same; the antifragile gets better. (Nassim Nicholas Taleb, Antifragile)
  25. 25. I would argue that the neoliberal form of mainstream universities is being imposed on the design of curricula and choice of pedagogical methods as can be seen in the course design and validation processes, the procurement of technologies and use of data, the imposition of an 'employability' agenda, and so on. Student as Producer is an attempt to counter this... and at the same time suggests that simply redesigning curricula and having students working alongside academics on research projects is insufficient to effect radical change. (Joss Winn, Notes on Student as Producer)
  26. 26. The theory is the child of the cure, not the opposite — ex cura theoria nascitur. (Nassim Nicholas Taleb, Antifragile)
  27. 27.
  28. 28. The Social Science Centre provides free public higher education in the city of Lincoln. We call teachers and students ‘scholars’ to emphasise the collective and collaborative nature of the work of the Centre. By studying with the Social Science Centre you can receive an award at the level of a higher education degree, working collectively and in collaboration with other scholars.
  29. 29. <brief_interlude>
  30. 30. Minimum Viable Bureaucracy: Scale, Chaordic Systems & Trust Laura Thomson (@lxt)
  31. 31. Instead of having ‘all your ducks in a row’ the analogy in chaordic management is to have ‘self-organising ducks’. The idea is to give people enough autonomy, knowledge and skill to be able to do the management themselves. There are two things Laura recommends you can do to build trust in your organisation: 1. Begin by trusting others 2. Be trustworthy More here:
  32. 32. </brief_interlude>
  34. 34.
  35. 35. Self Peer Expert
  36. 36. Badge Badge Badge
  37. 37. BADGE
  38. 38. Learning Pathways
  39. 39. Cow paths?
  40. 40. Assessment Credentialing Accreditation }
  41. 41. 4
  42. 42. @dajbelshaw