[Journalism interactive 2015] andrew matranga open book classroom
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The document describes an "Open Book Classroom" model that aims to increase student communication, transparency, and motivation using principles from "Open Book Management". Key aspects of the Open Book Classroom include weekly status meetings for students to assess their own and each other's progress, establishing shared learning outcomes and metrics, and giving students a direct stake in the class's success. The model emphasizes student accountability and uses tools like a whiteboard, Twitter, Google Drive, and a learning management system to facilitate collaboration and peer reviews. The goal is for education to become a "Great Game" like business, where students engage with measures of their own academic performance and improvement.
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[Journalism interactive 2015] andrew matranga open book classroom
- 1. The Great Game of Education Using the Open Book Classroom to increase student communication, transparency and motivation @AndrewMatranga | @JiConf 2015 University of Denver | Media Film & Journalism Studies
- 2. ● 2014 topic: Google Plus As/In the Classroom o Look at how well that experiment went… Google Plus has gone the way of the Dodo Bird, and we know how the Dodo fared. Update to 2014 Teach-a-thon
- 3. Background on Open Book Finance Jack Stack and the SRC story ● 1983 - Springfield, MO: The demise of International Harvester and the rise of employee ownership ● 2015: SRC Holdings Corporation operates 31 business units including joint ventures with John Deere and two venture capital incubator funds. And ~$500mil in sales. ● The roadmap? Open Book Management. ● Now Missouri Southern is partnering with SRC to create the Great Game of Education. o But I own the domain ;)
- 4. The Higher Laws of Business 1. You get what you give. 2. It’s easy to stop one person, but it’s pretty hard to stop 100. 3. What goes around comes around. 4. You do what you gotta do. 5. You gotta wanna. 6. You can sometimes fool the fans, but you can never fool the players. 7. When you raise the bottom, the top rises. 8. When people set their own targets, they usually hit them. 9. If nobody pays attention, people stop caring. 10.As they say in Missouri: Shit rolls downhill. By which we mean change begins at the top.
- 5. The Ultimate Higher Law When you appeal to the highest level of thinking, you get the highest level of performance. (From Jack Stack’s Great Game of Business)
- 6. From the Boardroom to the Classroom 1. Know and Teach the Rules o Every student should be given the measures of academic success and taught to understand them. 2. Follow the Action & Keep Score o Every student should be expected and enabled to use their knowledge to improve performance. 3. Provide a Stake in the Outcome o Every student should have a direct stake in the success, or the risk of failure, in the class. The Great Game of Business becomes the Great Game of Education
- 7. Basically it’s an accountability system and conversation about our progress, as groups and as individuals. We’ll assess ourselves and our work, both in celebration and in critique, with the goal of constantly improving, in our Huddle, which is a weekly status meeting to check in an update progress. The first effort is rarely the best effort, and we’ll build on our experiences and assignments. We’ll create a self-measuring system built on shared learning outcomes, and we’ll build key performance indicators that help us reach those outcomes, individually and collectively. You will base your scoring of yourself, your peers and your instructor on our learning What is the Open Book Classroom
- 8. Basically, these Student Learning Objectives boil down to five questions and how we answer them over the course of the quarter: ● How you engage with the software and your peers. ● How you take initiative in labs and in the group projects. ● How you collaborate in discussions and in the group project. ● How you organize your files on your workstation, personal computer and in Google Drive. ● How you use creativity through the software and your own independent thinking. -From sample syllabus Student Learning Objectives
- 9. Open Book Empowers Students Instructor Cares About ● Lightbulbs How can everyone share values? Student Cares About ● Grades ● Process ● Assessment ● Mentoring ● Deadlines ● Accuracy ● Learning ● Deadlines ● Credits ● Graduation ● Job
- 10. Open Book in Action Tools ● The Huddle > ● Old Skool Whiteboard > ● Google Drive > ● Twitter > ● Storify > ● Learning Management System
- 11. Each class features a 15- minute Huddle to discuss news, class progress, analytics and the week ahead. Goal: Catch up stragglers and confront confusion. The Huddle Image: Zingerman’s
- 12. The Huddle and the Board in Action
- 13. Twitter Board in Action
- 15. Peer Reviews and Open Book ● Peer Reviews on Storify posts that students create ● Still a work in progress, as students need to learn how to use feedback and give feedback.
- 16. ● In short: It’s a story. ● In this case: Of the class and the students. ● Each person tells a story and shares the story. ● It’s Agile Development meets the newsroom, in a journalism lab setting. ● Runs on a whiteboard, Twitter, Google Drive and Canvas. In Sum: The Open Book Classroom
- 17. Comments? How’s my driving? Holler back... Next Steps Transition student newspaper to Open Book Finance... For The Win.
- 18. Thank You #JiConf 2015 @AndrewMatranga greatgameofeducation.com
Editor's Notes
- Know and Teach the Rules: every employee should be given the measures of business success and taught to understand them Follow the Action & Keep Score: Every employee should be expected and enabled to use their knowledge to improve performance Provide a Stake in the Outcome: Every employee should have a direct stake in the company's success-and in the risk of failure
- Know and Teach the Rules: every employee should be given the measures of business success and taught to understand them Follow the Action & Keep Score: Every employee should be expected and enabled to use their knowledge to improve performance Provide a Stake in the Outcome: Every employee should have a direct stake in the company's success-and in the risk of failure
- Know and Teach the Rules: every employee should be given the measures of business success and taught to understand them Follow the Action & Keep Score: Every employee should be expected and enabled to use their knowledge to improve performance Provide a Stake in the Outcome: Every employee should have a direct stake in the company's success-and in the risk of failure
- Know and Teach the Rules: every employee should be given the measures of business success and taught to understand them Follow the Action & Keep Score: Every employee should be expected and enabled to use their knowledge to improve performance Provide a Stake in the Outcome: Every employee should have a direct stake in the company's success-and in the risk of failure
- Open Book in Action at StickerGiant This process is fairly involved and takes time to implement (we’re still tweaking it and trying to perfect this system 24 months later!), but on a very basic level, here is what Open Book looks like here at StickerGiant: We meet once per week as a full staff of 16 for a Huddle, to share our financial dashboard and tell the stories behind the numbers. We try to spend 20% of the time discussing what happened, and 80% talking about ways to improve the weekly results. Each “line” is owned by an employee that actively lives in the associated category of reporting within their daily role. This creates active engagement that helps each line owner translate the story behind the numbers to the Team. To anticipate financial goals, we plan and forecast the numbers as a group. If our team exceeds the plan, then a “gain share” on what’s made above the plan is shared equally. The company teaches us the story behind the revenue, expenses, profits, inventory, and receivables so that we learn how to value and affect their impact on the growth of the company.
- Open Book in Action at StickerGiant This process is fairly involved and takes time to implement (we’re still tweaking it and trying to perfect this system 24 months later!), but on a very basic level, here is what Open Book looks like here at StickerGiant: We meet once per week as a full staff of 16 for a Huddle, to share our financial dashboard and tell the stories behind the numbers. We try to spend 20% of the time discussing what happened, and 80% talking about ways to improve the weekly results. Each “line” is owned by an employee that actively lives in the associated category of reporting within their daily role. This creates active engagement that helps each line owner translate the story behind the numbers to the Team. To anticipate financial goals, we plan and forecast the numbers as a group. If our team exceeds the plan, then a “gain share” on what’s made above the plan is shared equally. The company teaches us the story behind the revenue, expenses, profits, inventory, and receivables so that we learn how to value and affect their impact on the growth of the company.
- Open Book in Action at StickerGiant This process is fairly involved and takes time to implement (we’re still tweaking it and trying to perfect this system 24 months later!), but on a very basic level, here is what Open Book looks like here at StickerGiant: We meet once per week as a full staff of 16 for a Huddle, to share our financial dashboard and tell the stories behind the numbers. We try to spend 20% of the time discussing what happened, and 80% talking about ways to improve the weekly results. Each “line” is owned by an employee that actively lives in the associated category of reporting within their daily role. This creates active engagement that helps each line owner translate the story behind the numbers to the Team. To anticipate financial goals, we plan and forecast the numbers as a group. If our team exceeds the plan, then a “gain share” on what’s made above the plan is shared equally. The company teaches us the story behind the revenue, expenses, profits, inventory, and receivables so that we learn how to value and affect their impact on the growth of the company.
- Open Book in Action at StickerGiant This process is fairly involved and takes time to implement (we’re still tweaking it and trying to perfect this system 24 months later!), but on a very basic level, here is what Open Book looks like here at StickerGiant: We meet once per week as a full staff of 16 for a Huddle, to share our financial dashboard and tell the stories behind the numbers. We try to spend 20% of the time discussing what happened, and 80% talking about ways to improve the weekly results. Each “line” is owned by an employee that actively lives in the associated category of reporting within their daily role. This creates active engagement that helps each line owner translate the story behind the numbers to the Team. To anticipate financial goals, we plan and forecast the numbers as a group. If our team exceeds the plan, then a “gain share” on what’s made above the plan is shared equally. The company teaches us the story behind the revenue, expenses, profits, inventory, and receivables so that we learn how to value and affect their impact on the growth of the company.
- Open Book in Action at StickerGiant This process is fairly involved and takes time to implement (we’re still tweaking it and trying to perfect this system 24 months later!), but on a very basic level, here is what Open Book looks like here at StickerGiant: We meet once per week as a full staff of 16 for a Huddle, to share our financial dashboard and tell the stories behind the numbers. We try to spend 20% of the time discussing what happened, and 80% talking about ways to improve the weekly results. Each “line” is owned by an employee that actively lives in the associated category of reporting within their daily role. This creates active engagement that helps each line owner translate the story behind the numbers to the Team. To anticipate financial goals, we plan and forecast the numbers as a group. If our team exceeds the plan, then a “gain share” on what’s made above the plan is shared equally. The company teaches us the story behind the revenue, expenses, profits, inventory, and receivables so that we learn how to value and affect their impact on the growth of the company.
- Open Book in Action at StickerGiant This process is fairly involved and takes time to implement (we’re still tweaking it and trying to perfect this system 24 months later!), but on a very basic level, here is what Open Book looks like here at StickerGiant: We meet once per week as a full staff of 16 for a Huddle, to share our financial dashboard and tell the stories behind the numbers. We try to spend 20% of the time discussing what happened, and 80% talking about ways to improve the weekly results. Each “line” is owned by an employee that actively lives in the associated category of reporting within their daily role. This creates active engagement that helps each line owner translate the story behind the numbers to the Team. To anticipate financial goals, we plan and forecast the numbers as a group. If our team exceeds the plan, then a “gain share” on what’s made above the plan is shared equally. The company teaches us the story behind the revenue, expenses, profits, inventory, and receivables so that we learn how to value and affect their impact on the growth of the company.
- http://www.stickergiant.com/blog/stickergiants-open-book-management-structure/