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Emerging Strategies to Leverage Disruptive Education Technologies

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Emerging Strategies to Leverage Disruptive Education Technologies

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The world of education is changing rapidly as the new emerging power of the ‘sharing economy’ is about open knowledge exchange across time and distance, particularly through mobile devices. Technology continues to alter how we engage with what we are learning, how we collaborate and interact, and how we manage the overwhelming amount of information available to us. Our postmodern learning tools are being fashioned to work the same way that social networks are evolving. This decentralization of the knowledge base, emergence of new and disruptive technologies, and expectations of a personalized user experience puts pressure on the association community if they are not preparing for the future.

The world of education is changing rapidly as the new emerging power of the ‘sharing economy’ is about open knowledge exchange across time and distance, particularly through mobile devices. Technology continues to alter how we engage with what we are learning, how we collaborate and interact, and how we manage the overwhelming amount of information available to us. Our postmodern learning tools are being fashioned to work the same way that social networks are evolving. This decentralization of the knowledge base, emergence of new and disruptive technologies, and expectations of a personalized user experience puts pressure on the association community if they are not preparing for the future.

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Emerging Strategies to Leverage Disruptive Education Technologies

  1. 1. Emerging Strategies to Leverage Disrup3ve Educa3on Technologies David DeLorenzo @dddelorenzo Veronica Diaz @drvdiaz Layla Masri @beancrea3ve
  2. 2. Par3cipate in our Polls Go to ANY browser Pollev.com/learn2016 You’re All Set!
  3. 3. PART ONE Disrup3on Unplugged What is the Current Climate of Disrup3on?
  4. 4. Individual Exercise DRAW A PICTURE OF A SUNSET!!
  5. 5. State of the Union...
  6. 6. Educa3on Disrup3on is Here Industry Needs Educa4on Offerings
  7. 7. Trend Watch •  New distribu3on channels •  Microlearning •  Microcreden3aling (learning by reward) •  Adap3ve learning •  Customized learning •  Gamifica3on •  Simula3ons •  Social Learning Some examples include…
  8. 8. Is your associa3on doing all it can to help your members maximize their future?
  9. 9. Content Lifecycle Just-In-Time Professional Development Speed to Market Attention Span By 2025, Millennials will make up 75% of the workforce, and their average aIen4on span is 90 seconds(!) The Need for Speed
  10. 10. So, what’s the primary barrier to innova3on in associa3ons? Most leaders are in favor of innova4on. But, not all will risk experimenta4on.
  11. 11. The Associa3on Mindset
  12. 12. What can we do TOGETHER be]er than our members can do separately?
  13. 13. The Power of A •  Organize ourselves •  Coordinate efforts •  Research needs •  Share cost/risk •  Enhance and innovate •  Lead the field •  Convene the conversa3on
  14. 14. The Five Characteris3cs of Disrup3ve Products
  15. 15. 1.  Target non-consumers or those over-served by exis3ng products 2.  They're simpler to use, more convenient or affordable 3.  There is a technology enabler that can carry the new value proposi3on upmarket 4.  The technology is paired with a business model innova3on that allows it to be sustainable 5.  Exis3ng providers are mo3vated to ignore the new innova3on and are not threatened at the outset
  16. 16. What is the True Success of UBER •  It’s Convenient •  It’s Reliable •  It Gives Me What I want •  The Experience “Delights” •  Cool App •  Clean Cars •  No Cash
  17. 17. Applied to Learning Model •  Disrup3ng Kaplan and Princeton Review •  Same total cost (cheaper per hour) •  New model •  Focused is more on HOW to learn not WHAT to learn •  Value Prop is great SAT score
  18. 18. Waze vs Uber vs UberPool •  I want to go somewhere •  I want you to take me somewhere •  I want you to take me somewhere with someone else.
  19. 19. IDEA: Start With Simple Premise •  I want to Learn Something •  I want you to Teach Me Something •  I want you to Teach Me Something with Others
  20. 20. Outside the Box Thinking “The real value of technology lies not in subs3tu3ng uploaded lectures and impersonal online environments for classrooms or experien3al learning scenarios. Rather, the value lies in using effec3ve technologies to transcend the limita3ons that currently exist around access to effec3ve learning because of financial or geographic barriers” ~ Re-Imagine Educa4on
  21. 21. “You must train yourself to let go of everything you fear to lose”
  22. 22. Table Talk #1 •  What’s keeping you up at night?! •  What are you excited about in terms of opportuni3es? •  What are you already doing that is effec3ve?
  23. 23. PART TWO Learning Trends What is Really Happening Out There?
  24. 24. Microlearning
  25. 25. Microlearning •  Delivered in 5 minutes or less •  Asynchronous, usually video or interac3ve •  Usually not live, delivered on demand •  Best used as a series •  Is sharable with social media •  Needs to fit member professional development needs (JIT)
  26. 26. Microlearning •  Enables access from anywhere •  Produc3on quality ma]ers •  Par3cipants submit evidence then receive a badge •  Can be sponsored and generate revenue •  Add on to other online content •  Award credit for comple3ng microlearning series •  A microlearning example on microlearning (5m: h]ps://www.youtube.com/watch?v=F0SHf9yuWZ8)
  27. 27. Microlearning in Ac3on
  28. 28. Microlearning in Ac3on - MOCA
  29. 29. Microcreden3aling
  30. 30. Badging for Learning & Development •  Micro-creden3als of achievement reflec3ng experiences, opportuni3es, learning and engagement •  Criteria-based acknowledgments; metadata op3mized for a digital portolio
  31. 31. The Badging Value Proposi3on •  Signals for YOURSELF • New knowledge and competencies • Developing and suppor3ng your brand • Wayfinding, making the learning or career path visible •  Signals for OTHERS • Other learning communi3es • Current employer • Future employers • Colleagues and staff
  32. 32. Who Else is Really Badging? •  Indiana CPAs •  Manufacturing & Colorado Community College System •  K-12: Digital Promise, Ci3es of LRNG •  Higher Ed: MOOC, faculty •  Corporate – Walmart, IBM, AmEx
  33. 33. •  Community Service •  Communica3ons •  Leadership Development and Leadership Awards
  34. 34. Subject Ma]er Exper3se Development
  35. 35. Mastery/Cumula3ve Badges
  36. 36. Badging 101: Unpack a Badge Credly Profile Badges Earned & Publicly Displayed
  37. 37. Badging 101: Unpack a Badge Descrip4on Criteria Evidence Graphic & Title Issuer
  38. 38. Badging 101: Unpack a Badge LinkedIn Profile
  39. 39. Table Talk #2 • What are you working on? • What is working? • What are you thinking about?
  40. 40. What’s New in Virtual Learning?
  41. 41. Design Trends •  Short, focused events •  1-3 specific audiences •  High rate of par3cipa3on/engagement •  Purpose for bringing audiences together •  Local, team-based learning •  Microlearning and microcreden3aling
  42. 42. Diverse Programming and Input
  43. 43. Agile Programming •  Standard event design •  Clear alignment with audiences = lightweight marke3ng •  Diverse sourcing strategy: 1/3 internal SMEs, 1/3 light CFPs, 1/3 crowdsourced •  All online and standalone
  44. 44. Content Crea3on/Ownership
  45. 45. PART THREE Innova3on Demys3fied What Can We Do?
  46. 46. Over-emphasis on efficiency and quick turnaround tends to produce standard, in-the-box ideas A “can’t-afford-to-fail” constraint can produce unimaginative, short-term, even short-sighted solutions Out-of-the-box thinking depends on a conducive, out-of- the-ordinary work environment
  47. 47. The health of the core is nurtured by innovative, out-of-the-box thinking Truly disruptive thinking is about new audiences and new services The value of the “disruptive 10%” is learning, which can be imported back into the core Evolutionary thinking is about either new audiences or new services
  48. 48. Increase agility and innova4on in the other por[olio areas
  49. 49. Innovation should be about gathering as much learning as possible through the process of launching an innovation.
  50. 50. Those involved in innovation should have nearly complete freedom to create and develop and should have radical autonomy, right from the start of their employment with the organization.
  51. 51. Allow individuals to be passionate about their interests.
  52. 52. You are your own brand. Allow each person to build their own paths of exploration and expertise in areas that interest them.
  53. 53. Leadership is a reflection, not a vision. Avoid directing and instead reflect. You’re not an arrow; you’re a mirror.
  54. 54. Don’t predetermine the outcome— instead, focus on the process.
  55. 55. Those active in disruptive innovation, the 10%, should be questioning what the organization is about to discover what it is not.
  56. 56. Table Talk Where would YOU start?
  57. 57. Questions and Answers
  58. 58. Contact Us David DeLorenzo, CAE Chief Informa3on Officer DelCor Technology Solu3ons @dddelorenzo Veronica Diaz, PhD Director, Online Programs, Associate Director, ELI EDUCAUSE @drvdiaz Layla Masri President, Bean Crea3ve Web, Mobile + Interac3ve Design @beancrea3ve

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