Reconceptualising Design Research for Design Seeking and Scaling. Short position paper by Cook and Bannan, June 2013. **Critical comment and pointers to related literature invited** Contact: john2.cook@uwe.ac.uk
Knowledge sharing innovation_and_firm_performance_evidence_from_turkeyMesut DOĞAN
The aim of this study is to determine relationship between knowledge sharing, innovation and firm performance. In the current study, a survey was conducted on a total of 150 high-tech companies operating in Istanbul, Ankara and Antalya. In the analysis results, it is seen that innovation speed and quality affect both the operational and financial performance of firms. In other words, as innovation speed and quality increase, so does the operational and financial performance of firms. Another important finding obtained in the current study is that explicit knowledge sharing, and tacit knowledge sharing have a positive effect on firm performance. A high level of innovation encompasses new products, processes or applications in most company activities. As a result, innovation can create a competitive advantage by creating synergy in the activities of companies and encourage creativity. Keywords: Innovation Speed and Quality, Explicit and Tacit Knowledge Sharing, Firm Performance
JEL Classification: L25, O31, O33
This paper explains a model for analyzing and measuring the propagation of order amplifications (i.e. bullwhip effect) for a single-product supply network topology considering exogenous uncertainty and linear and time-invariant inventory management policies for network entities. The stream of orders placed by each entity of the network is characterized assuming customer demand is ergodic. In fact, we propose an exact formula in order to measure the bullwhip effect in the addressed supply network topology considering the system in Markovian chain framework and presenting a matrix of network member relationships and relevant order sequences. The formula turns out using a mathematical method called frequency domain analysis. The major contribution of this paper is analyzing the bullwhip effect considering exogenous uncertainty in supply networks and using the Fourier transform in order to simplify the relevant calculations. We present a number of numerical examples to assess the analytical results accuracy in quantifying the bullwhip effect.
Does Knowledge Sharing Not Make Effect To Innovation Capabilitiesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Systemic Design Principles & Methods (Royal College of Art)Peter Jones
For a guest lecture for Qian Sun and the RCA Service Design program, April 29, 2015, Talk based on the 10 shared design principles for complex social systems, related to the 2014 paper: https://ocad.academia.edu/PeterJones and http://designdialogues.com/publications/
Design of Financial Services and Products
Depends on
Flat Earth Policy - See: Friedman
The World is Flat
Terra Firma Economics.com and
Terra Policy - Pool Re - Swiss Re - Admin Re - Banking on Accord
Knowledge sharing innovation_and_firm_performance_evidence_from_turkeyMesut DOĞAN
The aim of this study is to determine relationship between knowledge sharing, innovation and firm performance. In the current study, a survey was conducted on a total of 150 high-tech companies operating in Istanbul, Ankara and Antalya. In the analysis results, it is seen that innovation speed and quality affect both the operational and financial performance of firms. In other words, as innovation speed and quality increase, so does the operational and financial performance of firms. Another important finding obtained in the current study is that explicit knowledge sharing, and tacit knowledge sharing have a positive effect on firm performance. A high level of innovation encompasses new products, processes or applications in most company activities. As a result, innovation can create a competitive advantage by creating synergy in the activities of companies and encourage creativity. Keywords: Innovation Speed and Quality, Explicit and Tacit Knowledge Sharing, Firm Performance
JEL Classification: L25, O31, O33
This paper explains a model for analyzing and measuring the propagation of order amplifications (i.e. bullwhip effect) for a single-product supply network topology considering exogenous uncertainty and linear and time-invariant inventory management policies for network entities. The stream of orders placed by each entity of the network is characterized assuming customer demand is ergodic. In fact, we propose an exact formula in order to measure the bullwhip effect in the addressed supply network topology considering the system in Markovian chain framework and presenting a matrix of network member relationships and relevant order sequences. The formula turns out using a mathematical method called frequency domain analysis. The major contribution of this paper is analyzing the bullwhip effect considering exogenous uncertainty in supply networks and using the Fourier transform in order to simplify the relevant calculations. We present a number of numerical examples to assess the analytical results accuracy in quantifying the bullwhip effect.
Does Knowledge Sharing Not Make Effect To Innovation Capabilitiesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Systemic Design Principles & Methods (Royal College of Art)Peter Jones
For a guest lecture for Qian Sun and the RCA Service Design program, April 29, 2015, Talk based on the 10 shared design principles for complex social systems, related to the 2014 paper: https://ocad.academia.edu/PeterJones and http://designdialogues.com/publications/
Design of Financial Services and Products
Depends on
Flat Earth Policy - See: Friedman
The World is Flat
Terra Firma Economics.com and
Terra Policy - Pool Re - Swiss Re - Admin Re - Banking on Accord
Towards a Systemic Design Toolkit: A Practical Workshop - #RSD5 Workshop, Tor...Koen Peters
Namahn (BE), a human-centred design agency, and shiftN (BE), a futures and systems thinking studio from Brussels, are developing a Systemic Design Toolkit combining the methodologies of both practices. The toolkit is currently piloted with the EU Policy Lab of the European Commission’s Joint Research Centre. The toolkit is structured as a suite of discrete thinking-and-doing instruments, to be applied selectively, sequentially and iteratively. The purpose of this toolkit is to enable co-analyses of complex challenges and co-creation of systemic solutions mode with users and other stakeholders This workshop aims to exchange insights between participants and facilitators in a hands-on, case-based format.
Workshop presenters are: Philippe Vandenbroeck, Kristel Van Ael, Clementina Gentile (@clementina_g) and Koen Peters (@2pk_koen)
The Adoption Of Tailor-made IT-based Accounting Systems Within Indonesian SME...Waqas Tariq
This paper examines the adoption process of computer-based accounting information systems within Indonesian SMEs. The analysis was conducted using theoretical framework proposed by Slappendel [1] which is interactive process. Interactive process argues that adoption of innovation (IT in particular) should be viewed as an interactive process between individual member, organization, and its environment. One of the emerging theories within interactive process is Actor Network Theory (ANT) proposed by Latour, Callon, and Law[2-7]. ANT classified adoption process as four stages process, namely problematisation, interrestment, enrolment, and mobilization. We used qualitative approach to gather data, analyze and draw conclusion. As the result we come up with factors that influencing the adoption process along with the failure and success of such endeavour. We argues that ANT is better in explaining the adoption of IT compared to other model due its ability to identified not only the factors but also the process of adoption and explaining the success or failure of the process.
Sharing PowerPoint presentations created by each partner school team in which the fairy-tales illustrate the ancient and intimate connection between language and landscape
Invited talk: Using Social Media and Mobile Devices to Mediate Informal, Professional, Work-Based Learning
John Cook
Bristol Centre for Research
in Lifelong Learning and Education (BRILLE)
University of the West of England (UWE)
http://www.uwe.ac.uk/research/brille/
http://people.uwe.ac.uk/Pages/person.aspx?accountname=campus\jn-cook
Invited talk: Centre for Learning, Knowing and Interactive Technologies, Graduate School of Education, University of Bristol
26th February, 12.30 to 13.45
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
EFFECT OF SOCIABILITY AND CURIOSITY OF SENIOR DEVELOPERS IN BUILDING AGILE SC...ijseajournal
This paper aims to investigate the mechanisms that contribute to propagation of competence in an Agile
Scrum team. This study seeks to challenge the traditional view of bounded rationality (BR). An Agile Scrum
team (Team) is expected to build problem solving competence quickly as the expected ramp up time
continues to shrink. But the team has a mixture of expertise, competence and sociability levels that affect
out-of-the-box performance. The objective is to expand BR into the social realm and see how teams can
self-organize and reconfigure to allow effective problem solving. Studies have shown that agent-based
computational simulation is an appropriate technique to explore this point from a theoretical perspective.
(Fioretti, 2013) (Secchi, 2015). The first step is to define the problem, discuss how senior team members
exhibit high curiosity and apply sociability and cognitive resources to develop overall team competence.
This dynamic is modeled and simulated in NetLogoR and the results are analyzed. Finally, some key
findings are presented and discussed.
Towards a Systemic Design Toolkit: A Practical Workshop - #RSD5 Workshop, Tor...Koen Peters
Namahn (BE), a human-centred design agency, and shiftN (BE), a futures and systems thinking studio from Brussels, are developing a Systemic Design Toolkit combining the methodologies of both practices. The toolkit is currently piloted with the EU Policy Lab of the European Commission’s Joint Research Centre. The toolkit is structured as a suite of discrete thinking-and-doing instruments, to be applied selectively, sequentially and iteratively. The purpose of this toolkit is to enable co-analyses of complex challenges and co-creation of systemic solutions mode with users and other stakeholders This workshop aims to exchange insights between participants and facilitators in a hands-on, case-based format.
Workshop presenters are: Philippe Vandenbroeck, Kristel Van Ael, Clementina Gentile (@clementina_g) and Koen Peters (@2pk_koen)
The Adoption Of Tailor-made IT-based Accounting Systems Within Indonesian SME...Waqas Tariq
This paper examines the adoption process of computer-based accounting information systems within Indonesian SMEs. The analysis was conducted using theoretical framework proposed by Slappendel [1] which is interactive process. Interactive process argues that adoption of innovation (IT in particular) should be viewed as an interactive process between individual member, organization, and its environment. One of the emerging theories within interactive process is Actor Network Theory (ANT) proposed by Latour, Callon, and Law[2-7]. ANT classified adoption process as four stages process, namely problematisation, interrestment, enrolment, and mobilization. We used qualitative approach to gather data, analyze and draw conclusion. As the result we come up with factors that influencing the adoption process along with the failure and success of such endeavour. We argues that ANT is better in explaining the adoption of IT compared to other model due its ability to identified not only the factors but also the process of adoption and explaining the success or failure of the process.
Sharing PowerPoint presentations created by each partner school team in which the fairy-tales illustrate the ancient and intimate connection between language and landscape
Invited talk: Using Social Media and Mobile Devices to Mediate Informal, Professional, Work-Based Learning
John Cook
Bristol Centre for Research
in Lifelong Learning and Education (BRILLE)
University of the West of England (UWE)
http://www.uwe.ac.uk/research/brille/
http://people.uwe.ac.uk/Pages/person.aspx?accountname=campus\jn-cook
Invited talk: Centre for Learning, Knowing and Interactive Technologies, Graduate School of Education, University of Bristol
26th February, 12.30 to 13.45
Bridging the ‘missing middle’: a design based approach to scalingdebbieholley1
Holley, D., Peffer, G. Santos, P., and Cook, J. (2014). Bridging the ‘missing middle’: a design based approach to scaling. Presented to the ALT-Conference, September 2014
A paper contributing to EU learning layers project,:Scaling up Technologies for Informal Learning in SME Clusters
A 9.9 million EU Framework Project (2012-2016)
Abstract
Taking innovation from concept through to scalable delivery is complex, contested and an under-theorised process. In this paper we outline approaches to scaling that have influenced in our work in the EU Learning Layers Integrating Project, a consortium consisting of 17 institutions from 7 different countries. The two industries identified for the initial work are the Health sector in the UK, and the Construction sector in Germany. The focus of the EU project is scaling informal learning in the workplace through the use of technologies; the focus of our paper, the ‘Help Seeking’ tool, an online tool developed by co-design with GP Practice staff in the North of England. Drawing upon three Scaling taxonomies to underpin our work, we map the complex and interrelated strands influencing scaling of the ‘Help-Seeking’ tool, and go on to suggest that the typical measure of scaling success ‘by number’ needs a more nuanced analysis. Furthermore, we will propose that the emerging framework enables the orchestration of team discourse about theory, the production of artefacts as tools for design discourse, the identification of scalable systemic pain points, and is thus throwing light on the ‘missing middle’ (where key scaling factors reside between top down strategy and bottom up initiatives).
EFFECT OF SOCIABILITY AND CURIOSITY OF SENIOR DEVELOPERS IN BUILDING AGILE SC...ijseajournal
This paper aims to investigate the mechanisms that contribute to propagation of competence in an Agile
Scrum team. This study seeks to challenge the traditional view of bounded rationality (BR). An Agile Scrum
team (Team) is expected to build problem solving competence quickly as the expected ramp up time
continues to shrink. But the team has a mixture of expertise, competence and sociability levels that affect
out-of-the-box performance. The objective is to expand BR into the social realm and see how teams can
self-organize and reconfigure to allow effective problem solving. Studies have shown that agent-based
computational simulation is an appropriate technique to explore this point from a theoretical perspective.
(Fioretti, 2013) (Secchi, 2015). The first step is to define the problem, discuss how senior team members
exhibit high curiosity and apply sociability and cognitive resources to develop overall team competence.
This dynamic is modeled and simulated in NetLogoR and the results are analyzed. Finally, some key
findings are presented and discussed.
Effect of Sociability and Curiosity of Senior Developers in Building Agile Sc...ijseajournal
Submit your Research Articles!!
International Journal of Software Engineering & Applications(IJSEA)
ISSN:0975-3834 [Online]; 0975-4679 [Print]
ERA Indexed, H Index 31
Web Page URL : https://airccse.org/journal/ijsea/ijsea.html
current issue link: https://airccse.org/journal/ijsea/vol13.html
Effect of Sociability and Curiosity of Senior Developers in Building Agile Scrum Team Competency
Ravi Kalluri
Old Dominion University, USA
Abstract URL :https://aircconline.com/abstract/ijsea/v13n5/13522ijsea01.html
Article URL :https://aircconline.com/ijsea/V13N5/13522ijsea01.pdf
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Bridging the missing middle for al_tversionfinal_14_08_2014debbieholley1
Presentation to ALT-C 2014
Taking innovation from concept through to scalable delivery is complex, contested and under-theorised process. This report aims to capture the current major themes underpinning scaling, and apply these to the context of the Learning Layers project. An external review of our early ‘Design Research framework for scaling’ has highlighted that the approach is too linear and may rely too heavily on the diffusion of innovation paradigm originally proposed by Everett Rogers in the 1960s, which is less appropriate for scaling innovations in our project. Rather, we start out from design-based research principles where co-design with the users is producing both theories and practical educational interventions as outcomes of the process. This is a robust and appropriate approach suitable for addressing complex problems in educational practice for which no clear guidelines or solutions are available. We suggest that it is therefore also appropriate for multi-faceted and complex research projects such as Learning Layers.
The Diffusion And Implementation of InnovationCSCJournals
In their efforts to try and meet the requirements of the ‘new economy’, corporations would be helped with a conceptual framework in which their innovative business models are combined with new perceptions of knowledge creation, the diffusion and implementation of innovations and change management. To come up with adequate problem analyses and (business) solutions for the complex issues they address, corporations need not only technological knowledge, but also have to gain insight into how technologies relate to the values of people, and how they can be implemented successfully. Action research set up in the form of reciprocal Human Resource Management projects is particularly designed to create solutions and implement strategies that cover this whole spectrum. In a corporate effort of academic researchers and experts in the field, technological and practical knowledge and skills are integrated in a mutual learning and knowledge creation process aimed at the implementation of innovative solutions. With that, it provides an answer to the call for a new knowledge and innovation paradigm that serves to support the ‘new economy’.
BBA 3551, Information Systems Management 1 Course Lea.docxShiraPrater50
BBA 3551, Information Systems Management 1
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Analyze the key differences between data, information, information technology (IT), and information
systems (IS).
1.1 Define data, information, IT, and IS.
1.2 Discuss the difference between IT and IS.
1.3 Illustrate the difference between information and data.
Course/Unit
Learning Outcomes
Learning Activity
1.1
Unit Lesson
Chapter 1
Unit I Scholarly Activity
1.2
Unit Lesson
Chapter 1
Unit I Scholarly Activity
1.3
Unit Lesson
Chapter 1
Unit I Scholarly Activity
Reading Assignment
Chapter 1: The Importance of MIS
Unit Lesson
In this unit, we explore the importance of management information systems (MIS). MIS have several
components such as data, information, hardware, software, processes, and human elements that provide
organizations with the tools for decision-making (Kroenke & Boyle, 2017).
Before we start a discussion about information systems (IS), let’s first examine what a computer system is.
Computers perform a number of tasks (e.g., calculations, word processing, programming, application
development). A computer consists of some basic components such as hardware-like memory chips; a hard
drive and motherboard, which contain the central processing unit; and software, which tells the computer what
to do. There are other hardware components such as a monitor, which helps us to see what the computer is
doing, and a keyboard and a mouse, which help us to input data or tell the computer what we want to do. We
can apply all of this to better understand an IS. An IS contains five important components: hardware,
software, data, procedures, and people (Figure1) (Kroenke & Boyle, 2017).
UNIT I STUDY GUIDE
Why MIS?
BBA 3551, Information Systems Management 2
UNIT x STUDY GUIDE
Title
An IS contains hardware such as personal computers, tablets, servers, and server farms. It also includes
software such as operating systems and applications, which tell the hardware what to do. An IS uses data
that can be organized into useful information, such as reports, and the IS uses procedures, such as
instructions, to help users understand how to complete tasks (e.g., saving a file, printing a report). Lastly, an
IS is used by people who input data and evaluate that data. Let’s use a database as an example. The
database is stored using hardware, and the interface for the database is the software. A database contains
data that can be organized in some way (e.g., queries, reports), and there are procedures that instruct the
users of the system on how to use the database (Kroenke & Boyle, 2017).
Compared to IS, information technology (IT) contains four components, and these four components are used
for the purpose of producing information (Figure 2) (Kroenke & Boyle, 2017).
Products are the goods or commodities that support te ...
Even though Information technology (IT) assimilation and diffusion has been widely studied most of this type of research has been conducted from within a limited set of perspectives and from within a dominant paradigm. This research proposal is a response to calls to go beyond the dominant paradigm as well as a response to growing calls for more: use of pragmatism as a philosophical foundation for IS research; more use of mixed methods research grounded in a single appropriate philosophical paradigm; as well as calls for the employment of the methods of complexity science in IS research. Unified communications (UC) was chosen as an exemplar of a complex socio-technical innovation. It is proposed to use a combination of theoretical perspectives as lenses to understand the underlying causes enabling the adoption of UC in organisations in South Africa. It is expected that causes described in social contagion theory such as the institutional perspective, management fashion theory, efficient choice perspectives, as well as organisational innovativeness and possibly other specific South African pressures could influence organisational predisposition to adopt UC technology. A longitudinal study using a mixed methods approach will be undertaken from a pragmatist epistemological position. Pragmatism was chosen as a research paradigm because it supports the use of a mix of different research methods as well as modes of analysis and a continuous cycle of abductive reasoning while being guided primarily by the researcher’s desire to produce socially useful knowledge. The locus of adoption that will be studied will be organisational level adoption. Complexity science and agent-based modelling was chosen because real-world organisational adoption has been shown to be both highly complex and too slow to develop to be analysed using more traditional IS research methods. An agent-based model will be iteratively developed using aspects of complexity science as a guide to assist with explanation and prediction of organisational adoption intentions
Using the Participatory Patterns Design (PPD) Methodology to Co-Design Groupware: Confer a Tool for Workplace Informal Learning
Edmedia 2016, June, Vancouver, Canada: https://www.academicexperts.org/conf/edmedia/2016/papers/48568/
John Cook, CMIR, UWE Bristol & Learning Layers team
The Internet-mobile device enabled social networks of today stand accused of being so called 'weapons of mass distraction' or worse. However, we point out that modern fears about the dangers of social networking are overdone. The paper goes on to present three phases of mobile learning state-of-the-art that articulate what is possible now and in the near future for mobile learning. The Learning Layers project is used to provide a case of barriers and possibilities for mobile learning; we report on extensive initial co-design work and significant barriers with respect to the design of a mobile Help Seeking tool for the Healthcare sector (UK). We then provide an account of how the Help Seeking tool is being linked to a Social Semantic Server and report on a follow-up empirical co-design study.
In this paper we define the notion of the Hybrid Social Learning Network. We propose mechanisms for interlinking and enhancing both the practice of professional learning and theories on informal learning. Our approach shows how we employ empirical and design work and a participatory pattern workshop to move from (kernel) theories via Design Principles and prototypes to social machines articulating the notion of a HSLN. We illustrate this approach with the example of Help Seeking for healthcare professionals.
Cook & Santos. Using Hybrid Social Learning Networks in Work Place Learning and Plans to Roll-Out in HE. Institute for Learning Innovation and Development (ILIaD) Inaugural Conference, 3 November 2014, University of Southampton.
Giving talk Wednesday 10th Sept 2014 to visitors to UWE from Shenyang Aerospace University (China). Slides are up and includes ideas UWE-led ideas on Hybrid Social Learning Networks. Why? To meet the challenge of the ‘unfilled’ potential of the Internet. Provide equity of access to cultural resources (broadly defined) as a democratic right. #LearningLayers
This is the large version. A very cut down version was presented at my Inaugural Lecture on 5 March 2014, Bristol, UK which is now on YouTube: make some coffee and take a peek? https://www.youtube.com/watch?v=HWnyfqOxR6E
John Cook Research Profile For D4DL SIG visit to & talks with the DCRC/REACT hub @ Pervasive Media Studio, Watershed, May 22nd 2013: http://cloudworks.ac.uk/cloud/view/8427
Ethical considerations emerging in the study of mobile learning
Corresponding Author: Jocelyn Wishart (j.m.wishart@bristol.ac.uk)
Wednesday 1 May 2013, 2pm
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
MASS MEDIA STUDIES-835-CLASS XI Resource Material.pdf
Design seeking and scaling v1
1. Reconceptualising Design Research for Design Seeking and Scaling
Short position paper by Cook and Bannan, June 2013
**Critical comment and pointers to related literature invited**
Contact: john2.cook@uwe.ac.uk
Figure 1 represents a model for Design Research that extends existing approaches so that they
take account of design creativity and scaling of design (the latter in terms of numbers of users
and the complexity of research projects). The model draws on some of Rogers’ (1983) notion
of diffusion of innovation, particularly his ‘model of stages in the innovation-decision
process’ (p 163) and the ‘five stages in the innovation process in the organization’ (p. 392).
However, the experience of the authors and other research have led to the model; we
particularly draw on experiences of Learning Layers1
for scaling in workplace learning and
part of the Learning Layers Design Team PANDORA, which is exploring collaborative
support for maturing local living documents and the building personal and professional
learning networks using mobile and social media (Cook, 2013). Phase one (Prior
conditions) and five (Diffusion at scale) are the focus of this position paper as they
provide an innovative perspective on the potential of collaborative technologies that are
embedded in workplace practices, and which contribute to and help to scale learning on the
individual, group or organizational levels; specifically, this paper contributes conceptual and
methodological work (Design Seeking and Scaling model) and original technology design
(PANDORA Design Team case study).
Figure 1
1
Learning Layers is a 7th Framework Large-scale integrating project co-funded by the European Commission;
Grant Agreement Number 318209; http://learning-layers.eu/; Cook is a work package leader in this project.
2. Starting from the top left of the diagram and moving clockwise we have five related phases:
Prior conditions, Persuasion, Design decisions, Research Process and Diffusion at scale; these
are now described in turn below.
The Prior conditions (Rogers, 1983, 163) phase recognizes the need to look at previous
practice, felt needs/problems, innovativeness and the norms of the social system. We extend
this notion prior conditions and ‘agenda-setting’ (Rogers, 1983, p. 392) by making an explicit
link to ideas surrounding design creativity and the question ‘how do design ideas arise’?
Design seeking is a key concern here, and this draws on the concept of problem seeking
(Cook, 2000) rather than mere problem solving. In the early design process we can say that
“knowledge is essentially problematical: it is not just a question of solving a problem, it is
more a question of seeking out the nature of the problem and then devising an approach to
solving it” (Cook, 2000). A related notion that of the ‘Problem frame’ (Jackson, 2001), which
provides a set of concepts used when gathering requirements through a process of parallel,
as opposed to hierarchical, decomposition of user requirements (which could then be used for
creating specifications for computer software).
The ‘learning theory’ in part of the PANDORA Design Team (e.g. see Cook, 2013) involves
the objective of designing to support the construction of locally trusted Personal Learning
Networks (Cook and Pachler, 2013; this has appeared in the Learning Layers Project
‘Scaffolding Model’ (Ley, Cook et al., 2013)). As a worker’s or group’s connections and
confidence grow, they build what we are calling a Professional Learning Network. First stage
of scaling is the building, maintaining and activating Personal Learning Networks.
Second stage is where professionals move from local trusted personal networks out into
wider networks that can potentially include anyone. This is what we are calling Professional
Learning Networks (Cook, 2013).
‘Designing for scale’ needs to be considered at this early stage, there are three key aspects to
this: diffusion of innovation, systemic pain points and Clusters. ‘Diffusion of innovation’,
(Rogers, 1983) is a theory that seeks to explain how, why, and at what rate new ideas and
technology spread through cultures. A key notion for us is that for Technology Enhanced
Learning (TEL) to be adopted on a large-scale it needs to address an empirically based
‘systemic pain points’ that, if addressed, have the potential to attract significant take up by
other groups of professionals who face the same problem (see Cook, 2013 for an example
taken from UK Health Service). This notion of solving ‘systemic pain points’ for scaling
links closely to but extends phase of ‘Informed Exploration’ (Bannan-Ritland, 2009). Scaling
through ‘Clusters’ involves a “geographically proximate group of interconnected companies
and associated institutions in a particular field, linked by commonalities and
complementarities (external economies)” (Porter, 2008). It is important to distinguish
managed Clusters from unmanaged clusters or agglomerations/lumps with no organisation or
team working on behalf of the cluster members to get them to move in the same direction.
The Learning Layers project is working with clusters in Healthcare and construction by
building sustainability beyond project horizon by promoting a network of Education
Innovation Clusters (see Figure 2) to serve other clusters with services and technologies to
3. speed uptake of new learning methods and technology. Key additional concepts (which link
this phase in a double headed arrow to the fifth phase) are organisational cultures and
contexts; this work is pertinent here in terms of drivers and barriers.
Figure 2: Education Innovation Cluster2
Our second phase is called Persuasion (Rogers, 1983, p. 163) and this relates to the
perceived characteristics of the innovation as well as the need to keep large project teams ‘on
board’. ‘Redefining’ (Rogers, 1983, p. 392) is a key notion here, whereby the “innovation is
modified and reinvented to fit the organization, and the organizational structures are altered”.
Other key concepts for us based on our experience are:
‘Co-design’, e.g. working with Health Professionals in NE England.
‘Team negotiation’ in larger projects, the need for shared theoretical concept.
‘Interdisciplinarity’ and different cultures are an issue in larger projects – we are
evolving the notion of the use of artifacts as tools for design discourse (e.g. to engage
wider community and assist scaling via an innovative Open Design Library: Cook,
2013).
‘First cut innovation decision’, the innovation is modified to fit the organization. The
PANDORA Design Team emerged from the Open Design conference in Feb 2013. In
the UK, health sector national guidelines are published by NICE
(http://www.nice.org.uk/) in three areas. Guidelines are interpreted locally by General
Practitioners (GPs) and used in local Health Practices. Focus groups (Feb 2013), part
of Layers Ethnographic Study (WP1), and Expert interviews has confirmed that
communicating these ‘local living guidelines’ can be a problem (it represents a
systemic pain point).
Research Process is the third phase where we are ‘clarifying’ (Rogers, 1983, p. 392), this
refers to the “relationship between the organisation and the innovation” in that “the
innovation is defined more clearly”; this relates to design seeking. Other key concepts for us
based on our experience are:
2
Thanks to Tor-Arne Bellika for letting me reuse this slide (taken from a US Office for Educational Technology
report http://goo.gl/yTHRr), and providing me with insights and references on Clusters.
4. ‘Theory check’. A core issue is one of how to embed theory into the design process; at
the moment this is the biggest challenge for Learning Layers. We need to keep
reminding ourselves that this is about testing theory not just coming up with some
solutions to user problems; theory provides an explanatory frame that facilitates an
analysis of what works and what does not work across multiple contexts that are
complex and different.
‘Users’ are of course all important and their involvement cannot be underestimated.
‘Technology’ - The Network section of the MoLE app3
is provided by Layers partner
Tribal; this provides the possibility to create a set of relevant contacts to assist an
individual during the ‘building, maintaining and activating Personal and Professional
Learning Networks’.
‘Multi-layered project’ (see Cook, 2013 and diagram below, from Learning Layers)
‘Learning’ – the adapted MoLE app could provide the possibility to create a set of
relevant contacts to assist an individual during the ‘building, maintaining and
activating Personal and Professional Learning Networks.
In the fourth phase Design decisions are made, particularly in terms of ‘Routinizing’
(Rogers, 1983, p. 392), whereby the “innovation becomes an ongoing element in the
organization’s activities, and loses its identity”. Other key concepts for us based on our
experience are:
Co-design
Empirical work
Theory Check
Design artefacts
Prototypes
Our fifth and final phase is Diffusion at scale. ‘Generalizing’ is a process whereby design
seeking takes place to ascertain whether a solution to a systemic pain point in one sector
3
http://www.tribalgroup.com/aboutus/news/Pages/TribalSmartphoneAppaimstoenhanceinternationalreliefefforts.aspx
Figure 3:
5. could be used for the other sectors, e.g. in construction where parallel systemic pain points
appear to exist. Other key concepts for us based on our experience are:
‘Clusters’ (see Figure 4, from Learning Layers) and discussion above.
‘Evaluation’ (for example see Bannan-Ritland, 2009).
Figure 4: Scaling through Clusters
The double headed arrow coming out of our phase five in our model (Figure 1) back to phase
one allows us to check our assumptions. The arrow to phase four is iterative feedback loop to
inform scaling. The arrow to phase three is a feedback loop to inform theory.
Keys research questions
If scaling is to work, does the model drive us to think about how to engage and build
up trust and relationships?
Does the model represent the non-sequential nature of design seeking and scaling?
Please add …
Next step
Please contact: john2.cook@uwe.ac.uk with comments and etc
References
Bannan-Ritland, B. (2009). The Integrative Learning Design Framework: An Illustrated
Example from the Domain of Instructional Technology. In T. Plomp & N. Nieveen (Eds.),
An Introduction to Educational Design Research. Enschede, Netherlands; SLO Netherlands
Institute for Curriculum Development.
Cook, J. (2000). Cooperative Problem-Seeking Dialogues in Learning. In Gauthier, G.,
Frasson, C. and VanLehn, K. (Eds.) Intelligent Tutoring Systems: 5th International
Conference, ITS 2000 Montréal, Canada, June 2000 Proceedings, p. 615–624. Berlin
Heidelberg New York: Springer-Verlag.
Available: http://www.academia.edu/attachments/30950194/download_file
6. Cook, J. (2013). Reshaping workplace design to facilitate better learning, Invited talk 24th
April, Division of Learning Technologies, George Mason University, USA. Slides are
available: http://t.co/K1DkaEE2s1
Cook, J. and Pachler, N. (2012). Online People Tagging: Social (Mobile) Network(ing)
Services and Work-based Learning. British Journal of Education Technology, 43(5), 711–
725. Link to paper http://tinyurl.com/8ktmuau
Jackson, M. (2001). Problem Frames: Analysing and Structuring Software Development
Problems. Addison-Wesley.
Ley, T., Cook, J., Dennerlein, S., Kravcik, M., Kunzmann, ., Laanpere, M., Pata, K., Purma,
J., Sandars, J., Santos, P. and Schmidt, A. (2013). Scaling Technologies for Informal
Learning: A Multilevel Theoretical Analysis of Scaffolding at the Workplace. Short paper to
be presented at EC-TEL (European Conference on Technology Enhanced Learning), 18-20
September, Cyprus.
Porter, M. E. (2008). Clusters, Innovation, and Competitiveness: New Findings and
Implications for Policy. Institute for Strategy and Competitiveness Harvard Business School.
Presentation Stockholm, Sweden.
Rogers, E. M. (1983). Diffusion of Innovations. New York: Free Press.