Trend Spotting Workshop. A practical guide to making sense of large information sources. Workshop run with Gemma Long (QAA) at etc.venues Maple House, Birmingham, 23rd February 2017.
9 things you need to do to build your dream teamNaomi Simson
The document provides 9 things to do to build a dream team: 1) Know your purpose, 2) Get your people involved, 3) Make everyone accountable for culture, 4) Recognize progress, 5) Build trust through transparency, 6) Create opportunities to connect, 7) Hire for attitude and train for skill, 8) Reward value with value, and 9) Build advocacy. The key is connecting each individual to something meaningful and showing their contribution counts through autonomy, advocacy, transparency, and empowering each team member as a custodian of culture. This transforms the team into a place people want to be a part of to do their best work.
Grapevine communication is an informal communication system where people share information without official lines of communication. It spreads like a grapevine through word of mouth gossip and rumors. Some key points about grapevines are that 40% of company information is shared through it, with 45% being shared before official announcements. It is not controlled by management but is highly believed by employees. Grapevines allow for very rapid sharing of information but can distort the original message and are not reliable. While they unite employees and fill communication gaps, grapevines can damage company reputation and productivity if not managed properly.
The document discusses positive synergy, which occurs when two or more parts work together to produce results greater than the sum of individual parts. Positive synergy in humans can occur when people with complementary skills cooperate, such as when one person sits on another's shoulders to reach a high apple. In business, positive synergy results from teams, mergers and acquisitions that combine products, business lines or markets to increase performance beyond individual efforts. The document advocates developing a win-win mentality and valuing differences to achieve positive synergy.
Business communication (Business Communication Foundations)Md. Nazmus Sakib
This document discusses the foundations of business communication. It defines business communication as communicating for business transactions to ensure mutual understanding and benefit. Business communication is transactional and involves give-and-take between sender and receiver. Effective communication is important for career success, relationships, and organizational success. The goals of business communication are receiver understanding, encouraging a response, developing favorable relationships, and creating organizational goodwill. Communication can be vertical, horizontal, or serial within an organization. Both formal and informal communication networks are important. The communication process involves a message, barriers, and feedback between the sender and receiver.
A quick intro to the most important leadership capability for professionals in the 21st Century!
Contact us for more details on our practical and effective bespoke Storytelling for Business learning programme:
Email: andy@elc.com.tr
Tel: 0044 7914 691549
The document discusses digital activism, which is defined as using digital technology, such as social networks, blogs, email, video and SMS, to achieve political or social change. It provides examples of tools for digital activism and how they can be used, such as using social networks to interact with supporters, blogs to share longer analysis, and video to get attention through emotion. The combination of a goal for change and use of digital technology is what constitutes digital activism.
Taller TestingUy 2019 - Patrones de diseño en la automatización: ¿PageObject ...TestingUy
Expositor: Abel Quintana López
Duración: 2 horas
Resumen: Los patrones de diseño son soluciones probadas y documentadas a problemas comunes en el desarrollo de software. Cuando implementamos nuestros frameworks de pruebas automatizadas los usamos para evitar problemas ya conocidos, como el alto costo de mantenimiento de los tests, código duplicado y flaky test.
El principal objetivo de este taller es analizar en profundidad el patrón más usado para las automatizaciones con Selenium (PageObject) y mostrar a través de ejercicios prácticos sus ventajas y desventajas en comparación con otra alternativa, el patrón ScreenPlay, que a diferencia del anterior sí cumple con principios básicos de la programación orientada a objetos.
9 things you need to do to build your dream teamNaomi Simson
The document provides 9 things to do to build a dream team: 1) Know your purpose, 2) Get your people involved, 3) Make everyone accountable for culture, 4) Recognize progress, 5) Build trust through transparency, 6) Create opportunities to connect, 7) Hire for attitude and train for skill, 8) Reward value with value, and 9) Build advocacy. The key is connecting each individual to something meaningful and showing their contribution counts through autonomy, advocacy, transparency, and empowering each team member as a custodian of culture. This transforms the team into a place people want to be a part of to do their best work.
Grapevine communication is an informal communication system where people share information without official lines of communication. It spreads like a grapevine through word of mouth gossip and rumors. Some key points about grapevines are that 40% of company information is shared through it, with 45% being shared before official announcements. It is not controlled by management but is highly believed by employees. Grapevines allow for very rapid sharing of information but can distort the original message and are not reliable. While they unite employees and fill communication gaps, grapevines can damage company reputation and productivity if not managed properly.
The document discusses positive synergy, which occurs when two or more parts work together to produce results greater than the sum of individual parts. Positive synergy in humans can occur when people with complementary skills cooperate, such as when one person sits on another's shoulders to reach a high apple. In business, positive synergy results from teams, mergers and acquisitions that combine products, business lines or markets to increase performance beyond individual efforts. The document advocates developing a win-win mentality and valuing differences to achieve positive synergy.
Business communication (Business Communication Foundations)Md. Nazmus Sakib
This document discusses the foundations of business communication. It defines business communication as communicating for business transactions to ensure mutual understanding and benefit. Business communication is transactional and involves give-and-take between sender and receiver. Effective communication is important for career success, relationships, and organizational success. The goals of business communication are receiver understanding, encouraging a response, developing favorable relationships, and creating organizational goodwill. Communication can be vertical, horizontal, or serial within an organization. Both formal and informal communication networks are important. The communication process involves a message, barriers, and feedback between the sender and receiver.
A quick intro to the most important leadership capability for professionals in the 21st Century!
Contact us for more details on our practical and effective bespoke Storytelling for Business learning programme:
Email: andy@elc.com.tr
Tel: 0044 7914 691549
The document discusses digital activism, which is defined as using digital technology, such as social networks, blogs, email, video and SMS, to achieve political or social change. It provides examples of tools for digital activism and how they can be used, such as using social networks to interact with supporters, blogs to share longer analysis, and video to get attention through emotion. The combination of a goal for change and use of digital technology is what constitutes digital activism.
Taller TestingUy 2019 - Patrones de diseño en la automatización: ¿PageObject ...TestingUy
Expositor: Abel Quintana López
Duración: 2 horas
Resumen: Los patrones de diseño son soluciones probadas y documentadas a problemas comunes en el desarrollo de software. Cuando implementamos nuestros frameworks de pruebas automatizadas los usamos para evitar problemas ya conocidos, como el alto costo de mantenimiento de los tests, código duplicado y flaky test.
El principal objetivo de este taller es analizar en profundidad el patrón más usado para las automatizaciones con Selenium (PageObject) y mostrar a través de ejercicios prácticos sus ventajas y desventajas en comparación con otra alternativa, el patrón ScreenPlay, que a diferencia del anterior sí cumple con principios básicos de la programación orientada a objetos.
This document discusses interpersonal communication and identifies five common methods: written, telecommunications, third party, face-to-face, and gestural. It notes that effective communication is key for employees at all levels as they typically spend 70-90% of their time communicating. The five methods are then described in more detail, with written communication highlighted as ensuring everyone receives the same message but being less effective than face-to-face or telecommunications which allow for feedback. Perceptions, expectations, and building interpersonal skills are also covered.
This document discusses ethics and effective interpersonal relationships in business. It defines ethics as principles and standards that determine what is right or wrong. Building trust, honesty and fairness are key to effective relationships. A good ethical communicator is truthful, recognizes ethical issues from stakeholders' perspectives, and acts with fairness and honesty. Questions are provided to help determine if an action is ethical, considering legal issues, organizational policies, sociocultural norms, and personal values. Ethical concerns in teaching include relationships with students, society, and colleagues. Codes of conduct establish formal rules and standards that companies expect employees to follow.
As you build your startup team, it’s important to create a vision and develop a company culture. A strong culture will keep your employees engaged and excited to do their best to support the company's goals. What is culture and how do you define it? How can you inspire culture as a leader? Join us to hear from Shawn Mandel, Vice-President, Digital, TELUS, who used startup principles to lead a complete redesign of telus.com and reengineered the team’s culture to empower every member to experiment and make decisions fostering autonomy and ongoing innovation.
This document introduces communication and defines its key concepts. It discusses the communication cycle which involves a sender encoding a message, transmitting it through a medium, the receiver decoding the message, and providing feedback. It also outlines different levels of communication including intrapersonal, interpersonal, group, and public. Barriers to communication are also addressed.
What is Communication Types of Communication Importance of Communication. Improvement of Communication. 7cs in Communication. Clear
Concise
Concrete
Correct
Coherent
Complete
Courteous
Communication Barriers . Common Barriers. Categorization
This document discusses cross-cultural communication and dealing with cultural conflicts in the workplace. It addresses how culture shapes our identities and how misunderstandings can arise from differing cultural norms between people. The document provides strategies for reducing uncertainty when communicating with strangers from different cultures, such as passively observing, actively seeking information, or directly interacting with them. It also discusses how to resolve conflicts that arise from cultural differences and ways to prevent discrimination in the workplace.
Babis Mainemelis is a creativity scholar exploring creativity’s intersections with aesthetic states, social structures, and temporal dynamics. His research has been published in leading academic journals (e.g., Academy of Management Review, Academy of Management Annals), and it has also been profiled in the popular press (e.g., Financial Times, Sunday Times). He is recipient of Academy of Management Review's Best Paper Award (2010) and Outstanding Reviewer Award (2009 and 2014). He is associate professor of organizational behavior at ALBA Graduate Business School at The American College of Greece, and since 2004 visiting professor at Porto Business School. From 2001 to 2009 he was assistant professor at London Business School. Prior to becoming an academic, in the mid 1990s, he worked at PictureWorks Technology, Inc., a digital imaging software startup firm in Danville, California. He has delivered several graduate courses and executive education programs in the USA, UK, South Africa, South Korea, Dubai, Oman, Kuwait, and Europe, working with leading organizations, such as AIG, Barclay’s, Boehringer Ingelheim, BT, Carrefour, Ericsson, Eurobank, Henkel, ING, Lloyd’s, Mars, NovoNordisk, Oman Oil, Sanofi-Aventis, Sonaecom, Vodafone, The Walt Disney Company, and Zain.
Abstract: Seventy years after the Simon-Selznick debate about artificial intelligence vs creative leadership, social science has moved far beyond the ‘human vs metal brains’ dichotomy. Today, academics and practitioners alike recognize that creative leadership is more important than ever before. In the last decade organizational research has identified several limitations associated with context-general conceptualizations of creative leadership. This talk will present a recently introduced multi-context metatheoretical framework about the different manifestations of creative leadership across various contexts of creative collaboration.
This document discusses the key elements of culture, including values, norms, social structure, religion, language, and education. It defines culture as a system of shared values and norms that provide a design for living. Key aspects of social structure examined are individualism vs collectivism and social stratification. The document emphasizes that understanding cultural differences is important for international business success and that culture influences competitive advantage and ethics.
Media planning involves setting objectives for reach, frequency, and weight to deliver messages to target audiences. A media strategy is then developed considering the target, budget, scheduling, creative elements, and weight of delivery across different media. Media buying implements the strategy by selecting specific media vehicles, negotiating placements, and monitoring performance. Research is crucial to the planning and buying processes to understand audiences, costs, and media environment.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
Effective communication is crucial in today's business environment. Modern organizations are flatter with more diverse workforces collaborating in teams. This requires communication to build trust, promote understanding, empower and motivate employees. Communication skills are essential for managers, who spend 75-80% of their time communicating. Communication provides the critical link between organizational functions. It flows downward, upward and horizontally to exchange information, increase job satisfaction and productivity. Both formal and informal communication networks are important. Characteristics of effective communication include providing practical, concise, fact-based information while clarifying expectations. Feedback is also essential for effective communication.
The document discusses high context and low context cultures. High context cultures have close connections where much information is implicit and based on relationships and understanding hidden cues. Low context cultures have more explicit information where rules are clearly defined and tasks take priority over relationships. Cultural adjustment between the contexts requires understanding different communication styles, focus on tasks versus relationships, and treatment of time and commitments.
This document discusses media literacy and its importance in teaching kids how to analyze various forms of media. It defines media literacy as the ability to read, analyze, evaluate, and produce different types of media. The document notes that with so much information coming through distorted media, teaching media literacy is important. It provides teaching points on addressing media literacy, such as evaluating author credibility, format, scope, and considering final factors like sponsorship. Resources for teaching media literacy are also included.
New and digital media refers to digital devices, citizen journalism, social networking, digital natives, time-shift viewing, the internet, web 2.0, apps, and blogs. Contemporary media issues related to new digital media include privacy concerns from hacking incidents and leaked photos, regulation of new technologies, and the use of social media and online videos in spreading propaganda or recording incidents like police interactions. New terminology includes hardware, software, media technology developments that have impacted industries like film, music, television, radio, and online platforms. Web 1.0 allowed only reading information while web 2.0 enables contributing and changing content. Digital natives are comfortable with technology while digital immigrants had to adapt to changing media.
One of the important objective of any manager is
“Building maintaining and creating a feeling of togetherness among group members so that they become capable of accomplishing things that individuals can not accomplish a lone”
Chapter 1 Communication in the workplacerifat_wasif
The document discusses communication in the workplace. It defines communication as the process of sending and receiving messages through various channels. Effective communication provides clear and concise information while barriers include distractions, overload, and deception. Formal communication flows through organizational hierarchies while informal communication spreads through unofficial networks known as "the grapevine." The document outlines factors influencing workplace communication and models for the communication process.
The document discusses different types of people - givers, takers, and matchers - and their approach to interactions and relationships. It argues that givers, who prefer to give more than they receive, tend to be the most successful. While takers focus on getting as much as possible and believe the world is competitive, givers strive to be generous with their time, skills, and knowledge in order to help others. Examples are given showing that givers rise to the top through creating networks and enhancing the success of those around them, while takers' short-term gains often lead to long-term losses.
Trendspotting: Helping you make sense of large information sourcesMarieke Guy
This document provides an overview of a presentation on trendspotting and making sense of large information sources. The presentation introduces qualitative data analysis and thematic coding. It discusses collecting and organizing qualitative data, identifying themes and patterns through coding, and presenting findings through reports, visualizations and infographics. Practical exercises are included to have participants analyze text data by identifying codes and themes in small groups. Resources on qualitative analysis techniques are also provided.
OBJECTIVES:
To understand the importance of publication and its challenges.
To increase the visibility and accessibility of published papers.
To increase the chance of getting publications cited.
To disseminate the publication by using “Research Tools” effectively.
To increase the chance of research collaboration.
Assessment Project Management in the Real World - Hour TwoJen Rutner
This document discusses project management fundamentals for an assessment project. It covers defining the project scope, objectives, audience and decision makers. It also discusses identifying information needs, categorizing them, and prioritizing. Other sections explain using a work breakdown structure to plan deliverables, tasks, responsibilities and timelines. The document provides examples of project management tools that could be used for planning and reporting on the assessment project.
Libraries are continually developing new programs and services to meet the needs of their community. But designing for the future can be challenging. How do you identify where to make changes? How do you make changes without taking on too much risk? How do you measure and evaluate the success of new library programs and services?
This workshop is an interactive experience, guiding teams through a process to find solutions for real library challenges and problems. Participants work in teams and be guided through activities to identify innovative solutions, set goals, and manage risk. Activities will help participants develop design thinking skills and a growth mindset.
Participants walk away with basic principles of innovative design processes. Participants gain confidence and feel empowered to think about innovation and innovative ideas in their libraries. As a result, they will become better risk takers and be able to develop better solutions.
Workshop facilitated by Crystal Schimpf
Eastern Shore Regional Library
For inquiries & bookings, email info@kixal.com
This document discusses interpersonal communication and identifies five common methods: written, telecommunications, third party, face-to-face, and gestural. It notes that effective communication is key for employees at all levels as they typically spend 70-90% of their time communicating. The five methods are then described in more detail, with written communication highlighted as ensuring everyone receives the same message but being less effective than face-to-face or telecommunications which allow for feedback. Perceptions, expectations, and building interpersonal skills are also covered.
This document discusses ethics and effective interpersonal relationships in business. It defines ethics as principles and standards that determine what is right or wrong. Building trust, honesty and fairness are key to effective relationships. A good ethical communicator is truthful, recognizes ethical issues from stakeholders' perspectives, and acts with fairness and honesty. Questions are provided to help determine if an action is ethical, considering legal issues, organizational policies, sociocultural norms, and personal values. Ethical concerns in teaching include relationships with students, society, and colleagues. Codes of conduct establish formal rules and standards that companies expect employees to follow.
As you build your startup team, it’s important to create a vision and develop a company culture. A strong culture will keep your employees engaged and excited to do their best to support the company's goals. What is culture and how do you define it? How can you inspire culture as a leader? Join us to hear from Shawn Mandel, Vice-President, Digital, TELUS, who used startup principles to lead a complete redesign of telus.com and reengineered the team’s culture to empower every member to experiment and make decisions fostering autonomy and ongoing innovation.
This document introduces communication and defines its key concepts. It discusses the communication cycle which involves a sender encoding a message, transmitting it through a medium, the receiver decoding the message, and providing feedback. It also outlines different levels of communication including intrapersonal, interpersonal, group, and public. Barriers to communication are also addressed.
What is Communication Types of Communication Importance of Communication. Improvement of Communication. 7cs in Communication. Clear
Concise
Concrete
Correct
Coherent
Complete
Courteous
Communication Barriers . Common Barriers. Categorization
This document discusses cross-cultural communication and dealing with cultural conflicts in the workplace. It addresses how culture shapes our identities and how misunderstandings can arise from differing cultural norms between people. The document provides strategies for reducing uncertainty when communicating with strangers from different cultures, such as passively observing, actively seeking information, or directly interacting with them. It also discusses how to resolve conflicts that arise from cultural differences and ways to prevent discrimination in the workplace.
Babis Mainemelis is a creativity scholar exploring creativity’s intersections with aesthetic states, social structures, and temporal dynamics. His research has been published in leading academic journals (e.g., Academy of Management Review, Academy of Management Annals), and it has also been profiled in the popular press (e.g., Financial Times, Sunday Times). He is recipient of Academy of Management Review's Best Paper Award (2010) and Outstanding Reviewer Award (2009 and 2014). He is associate professor of organizational behavior at ALBA Graduate Business School at The American College of Greece, and since 2004 visiting professor at Porto Business School. From 2001 to 2009 he was assistant professor at London Business School. Prior to becoming an academic, in the mid 1990s, he worked at PictureWorks Technology, Inc., a digital imaging software startup firm in Danville, California. He has delivered several graduate courses and executive education programs in the USA, UK, South Africa, South Korea, Dubai, Oman, Kuwait, and Europe, working with leading organizations, such as AIG, Barclay’s, Boehringer Ingelheim, BT, Carrefour, Ericsson, Eurobank, Henkel, ING, Lloyd’s, Mars, NovoNordisk, Oman Oil, Sanofi-Aventis, Sonaecom, Vodafone, The Walt Disney Company, and Zain.
Abstract: Seventy years after the Simon-Selznick debate about artificial intelligence vs creative leadership, social science has moved far beyond the ‘human vs metal brains’ dichotomy. Today, academics and practitioners alike recognize that creative leadership is more important than ever before. In the last decade organizational research has identified several limitations associated with context-general conceptualizations of creative leadership. This talk will present a recently introduced multi-context metatheoretical framework about the different manifestations of creative leadership across various contexts of creative collaboration.
This document discusses the key elements of culture, including values, norms, social structure, religion, language, and education. It defines culture as a system of shared values and norms that provide a design for living. Key aspects of social structure examined are individualism vs collectivism and social stratification. The document emphasizes that understanding cultural differences is important for international business success and that culture influences competitive advantage and ethics.
Media planning involves setting objectives for reach, frequency, and weight to deliver messages to target audiences. A media strategy is then developed considering the target, budget, scheduling, creative elements, and weight of delivery across different media. Media buying implements the strategy by selecting specific media vehicles, negotiating placements, and monitoring performance. Research is crucial to the planning and buying processes to understand audiences, costs, and media environment.
Diversity & inclusion inspiring learnng in a changing worldmderven
Diversity and inclusion is a business imperative as a result of globalization, changing demographics, technology and skill shortages. Watch this webinar to learn more about this important driver for organizational success in the workplace and marketplace.
Effective communication is crucial in today's business environment. Modern organizations are flatter with more diverse workforces collaborating in teams. This requires communication to build trust, promote understanding, empower and motivate employees. Communication skills are essential for managers, who spend 75-80% of their time communicating. Communication provides the critical link between organizational functions. It flows downward, upward and horizontally to exchange information, increase job satisfaction and productivity. Both formal and informal communication networks are important. Characteristics of effective communication include providing practical, concise, fact-based information while clarifying expectations. Feedback is also essential for effective communication.
The document discusses high context and low context cultures. High context cultures have close connections where much information is implicit and based on relationships and understanding hidden cues. Low context cultures have more explicit information where rules are clearly defined and tasks take priority over relationships. Cultural adjustment between the contexts requires understanding different communication styles, focus on tasks versus relationships, and treatment of time and commitments.
This document discusses media literacy and its importance in teaching kids how to analyze various forms of media. It defines media literacy as the ability to read, analyze, evaluate, and produce different types of media. The document notes that with so much information coming through distorted media, teaching media literacy is important. It provides teaching points on addressing media literacy, such as evaluating author credibility, format, scope, and considering final factors like sponsorship. Resources for teaching media literacy are also included.
New and digital media refers to digital devices, citizen journalism, social networking, digital natives, time-shift viewing, the internet, web 2.0, apps, and blogs. Contemporary media issues related to new digital media include privacy concerns from hacking incidents and leaked photos, regulation of new technologies, and the use of social media and online videos in spreading propaganda or recording incidents like police interactions. New terminology includes hardware, software, media technology developments that have impacted industries like film, music, television, radio, and online platforms. Web 1.0 allowed only reading information while web 2.0 enables contributing and changing content. Digital natives are comfortable with technology while digital immigrants had to adapt to changing media.
One of the important objective of any manager is
“Building maintaining and creating a feeling of togetherness among group members so that they become capable of accomplishing things that individuals can not accomplish a lone”
Chapter 1 Communication in the workplacerifat_wasif
The document discusses communication in the workplace. It defines communication as the process of sending and receiving messages through various channels. Effective communication provides clear and concise information while barriers include distractions, overload, and deception. Formal communication flows through organizational hierarchies while informal communication spreads through unofficial networks known as "the grapevine." The document outlines factors influencing workplace communication and models for the communication process.
The document discusses different types of people - givers, takers, and matchers - and their approach to interactions and relationships. It argues that givers, who prefer to give more than they receive, tend to be the most successful. While takers focus on getting as much as possible and believe the world is competitive, givers strive to be generous with their time, skills, and knowledge in order to help others. Examples are given showing that givers rise to the top through creating networks and enhancing the success of those around them, while takers' short-term gains often lead to long-term losses.
Trendspotting: Helping you make sense of large information sourcesMarieke Guy
This document provides an overview of a presentation on trendspotting and making sense of large information sources. The presentation introduces qualitative data analysis and thematic coding. It discusses collecting and organizing qualitative data, identifying themes and patterns through coding, and presenting findings through reports, visualizations and infographics. Practical exercises are included to have participants analyze text data by identifying codes and themes in small groups. Resources on qualitative analysis techniques are also provided.
OBJECTIVES:
To understand the importance of publication and its challenges.
To increase the visibility and accessibility of published papers.
To increase the chance of getting publications cited.
To disseminate the publication by using “Research Tools” effectively.
To increase the chance of research collaboration.
Assessment Project Management in the Real World - Hour TwoJen Rutner
This document discusses project management fundamentals for an assessment project. It covers defining the project scope, objectives, audience and decision makers. It also discusses identifying information needs, categorizing them, and prioritizing. Other sections explain using a work breakdown structure to plan deliverables, tasks, responsibilities and timelines. The document provides examples of project management tools that could be used for planning and reporting on the assessment project.
Libraries are continually developing new programs and services to meet the needs of their community. But designing for the future can be challenging. How do you identify where to make changes? How do you make changes without taking on too much risk? How do you measure and evaluate the success of new library programs and services?
This workshop is an interactive experience, guiding teams through a process to find solutions for real library challenges and problems. Participants work in teams and be guided through activities to identify innovative solutions, set goals, and manage risk. Activities will help participants develop design thinking skills and a growth mindset.
Participants walk away with basic principles of innovative design processes. Participants gain confidence and feel empowered to think about innovation and innovative ideas in their libraries. As a result, they will become better risk takers and be able to develop better solutions.
Workshop facilitated by Crystal Schimpf
Eastern Shore Regional Library
For inquiries & bookings, email info@kixal.com
Ola presentation to guide discussion includes personasStephen Abram
The document outlines discussions from a June 6, 2013 board meeting of the Ontario Library Association, including walking through the process of persona development, exploring trends impacting libraries and what they mean for associations, understanding members through personas, and agreeing on an ongoing communication approach to help determine OLA's strategic path forward. Key topics discussed include technology trends, learning trends, association trends, persuading stakeholders through storytelling, and developing personas to better understand member needs.
Using Qualitative Methods for Library Evaluation: An Interactive WorkshopOCLC
Connaway, Lynn Silipigni, and Marie L. Radford. 2016. "Using Qualitative Methods for Library Evaluation: An Interactive Workshop." Presented at the Libraries in the Digital Age (LIDA) Conference, Zadar, Croatia, June 14.
Using Qualitative Methods for Library Evaluation: An Interactive WorkshopLynn Connaway
Connaway, Lynn Silipigni, and Marie L. Radford. 2016. "Using Qualitative Methods for Library Evaluation: An Interactive Workshop." Presented at the Libraries in the Digital Age (LIDA) Conference, Zadar, Croatia, June 14.
IxDA Sydney UX Research Mentoring Circle - 2. Planning ResearchJieyun Yang
The document discusses UX research planning and methods. It defines what UX research is, including listening to and observing users to understand needs, confirm hypotheses, and inform products. It also defines what UX research is not, such as confirming biases. The document provides guidance on planning UX research, including determining purpose, available resources, stakeholders, and selecting appropriate methods like interviews, surveys and usability testing. It discusses challenges of UX research like competing priorities, tight deadlines and budget constraints.
Digging into assessment data: Tips, tricks, and tools of the trade.Lynn Connaway
Hofschire, L., & Connaway, L. S. (2018). Digging into assessment data: Tips, tricks, and tools of the trade. Part 2 in 3-part webinar series, Evaluating and sharing your library's impact, presented by OCLC Research WebJunction, August 14, 2018.
Slides from the workshop presentation on Design-Based Implementation Research for the Multidisciplinary Program in Education Sciences (MPES) at Northwestern University.
Presented by Bill Penuel and Barry Fishman on May 24, 2013.
Delivered at Librarians as Researcher event at York St John University 25th January 2013, hosted by Academic and Research Libraries Group Yorkshire & humberside division.
The document discusses the importance of properly defining the research problem before beginning data collection and analysis for a marketing research study. It describes a situation where an alumni conducted a study for a restaurant chain but did not have a clear definition of the research problem. As a result, much of the data collected was not relevant and the whole study was a waste of resources. The key points made are that data analysis should provide information related to the problem components, and a written definition of the problem is needed before data collection to ensure the study addresses the problem.
The Informationist: Pushing the BoundariesElaine Martin
Library Director Elaine Martin of UMass Medical School's Lamar Soutter Library described the core competencies, roles, and new professional identity directions informationists are taking in the medical research field. She highlights opportunities for informationists, an emerging role in medical libraries today.
Librarians can provide valuable data management services to researchers on campus. An effective strategy includes surveying researchers to identify needs, communicating service offerings through workshops and consultations, and providing in-depth guidance on data management plans and long-term data preservation. Developing workshops involves setting learning objectives, evaluating content, and securing resources like space and food. Consultations allow librarians to help with specific topics like choosing file formats or finding metadata standards. Creating a data management plan requires detailing a data inventory, metadata description, long-term preservation and access methods. Trusted disciplinary repositories and use of stable identifiers help ensure long-term findability and access.
This document provides guidance on successfully navigating the grant application process. It discusses identifying a novel research idea, finding relevant grant opportunities, crafting a competitive application, and positioning proposals for funding. Key recommendations include developing a clear and compelling narrative, demonstrating the significance of the research, establishing credibility as an applicant who can accomplish the work, and guiding reviewers efficiently through the proposal. Attention to concision, confidence, clarity and revision are emphasized for crafting a proposal that will persuade reviewers.
African Regional Strategic Analysis and Knowledge Support System (ReSAKSS)
Strategic policy analysis 24 06
by African Regional Strategic Analysis and Knowledge Support System (ReSAKSS) on Jun 27, 2012 Edit
10 views
ReSAKSS-AfricaLead Workshop on Strengthening Capacity for Strategic Agricultural Policy and Investment Planning and Implementation in Africa
Safari Park Hotel, Nairobi, June 25th‐ 26th 2012
This document provides guidance on developing a successful research proposal. It discusses the purpose of proposals, when they should be written, and core components to include. Key elements are an indication of why the problem is important, a description of the research question and methodology, and a review of relevant literature. Additional components may include how findings will be disseminated and addressing reliability, validity, ethics and potential problems. The document provides examples and advice for writing strong titles, defining concepts and limits, conducting a literature review, demonstrating significance, and using appropriate methodology. It concludes with sample criteria for evaluating proposals, such as clearly identifying the problem, using a suitable approach, and ensuring feasibility.
Ways to ensure “buy in” from the academics in the transition to digitised ass...Marieke Guy
Ways to ensure “buy in” from the academics in the transition to digitised assessments
Marieke Guy (Head of Digital Assessment) & Claudia Cox (Digital Assessment Advisor)
Uniwise partner meeting
2nd November 2023
Assessing for a World Beyond AssessmentMarieke Guy
Marieke Guy from University College London discussed challenges with assessment and ways institutions are innovating. Assessment is a complex problem with many stakeholders. UCL is exploring new approaches like integrating artificial intelligence, offering students optionality in assessments, and designing authentic assessments that mirror real-world problems. This involves case studies of modules using videos, collaborative projects, and virtual simulations. UCL also aims to make assessment more relevant, innovative, enable technology, improve feedback, and foster student enjoyment of learning.
The blandness is its formulaic style’: insights to help understand the impact...Marieke Guy
This document announces a lunch and learn session on the impact of AI on assessments. It provides six small changes that can be made now to current assessments, such as discussing academic integrity with students and revising exam questions. Larger changes are presented in an assessment menu inspired by a card game. The session will discuss issues around ubiquitous AI tools enabling easy cheating, the purpose of assessment, and moving forward with generative AI. References are provided on related topics such as AI detecting cheating, a student using ChatGPT to cheat, and universities rejecting anti-plagiarism technology.
Redesigning assessments for a world with artificial intelligenceMarieke Guy
Redesigning assessments for a world with artificial intelligence presentation By Marieke Guy, Head of Digital Assessment, UCL
QAA Annual Conference, The Future of Quality: What’s Next?
Wednesday 13 September 2023
Closing remarks: Assessment with Phill DawsonMarieke Guy
Marieke Guy gave the closing remarks for the assessment conference at UCL. She highlighted several themes from the conference including cross-team, cross-institution, and cross-sector collaboration on digital assessment. Two talks focused on using feedback to improve student learning and preparing students for their future through valid assessments not tied to the past. The conference organizers and host King's College London were thanked for their work in bringing people together to discuss advancing assessment practices.
This document summarizes a presentation given by Simon Walker and Marieke Guy about the University College London's (UCL) journey towards digital transformation of assessment and feedback.
Some key points:
- UCL implemented a secure digital assessment platform called AUCL in response to the COVID-19 pandemic to deliver over 1,000 assessments remotely.
- Since then UCL has expanded usage of AUCL, with over 1,600 exams and 65,000 students using it in year two.
- Student and staff surveys showed mostly positive feedback but also areas for improvement like assessment weightings, duration, and content representation.
- UCL is piloting lockdown browsers, improving academic integrity, and partnering with
The document summarizes UCL's pilot of using a lockdown browser for digital assessments. It describes the rationale for using a lockdown browser, details four pilot programs conducted or planned at UCL involving different locations, devices and numbers of students, and key areas of interest being evaluated including device type, online management and invigilation, and student and staff perspectives. The goal is to assess the viability and scalability of using lockdown browsers to help ensure academic integrity for digital assessments conducted in-person.
Digital Assessment Team 2022 - a day in the life.pptxMarieke Guy
The Digital Assessment Team at UCL provides support for digital assessment across all faculties. The team consists of specialists in different subject areas as well as learning technologists. They provide training to staff and departments on UCL's digital assessment platform AssessmentUCL. Additionally, the team works on improvements to the platform, investigates new assessment tools, and supports the use of other tools like Turnitin and Moodle. The team's workload is consistent throughout the year with no downtime between project sprints and ongoing support requests.
This document discusses various approaches to assessment using AssessmentUCL. It describes using dynamic questions and variables in multiple choice assessments. It also discusses allocating different papers or versions to students, using videos for assessments, group activities, mock scenarios, and providing improved feedback including audio/video. Other approaches mentioned include industry case studies, portfolios, infographics, rethinking coursework, and online marking.
Designing alternative assessments requires analyzing how technology tools can help or hinder learning goals, getting student feedback on new approaches, and adapting processes based on data. Assessment should be integrated into course and program design from the start and linked to learning outcomes, and attending workshops or speaking with a Digital Assessment Advisor can provide support on effective strategies.
MCQs_ The joys of making your mind up.pdfMarieke Guy
Explore the benefits and challenges of using MCQs in both formative and summative assessment, and get practical guidance on designing good MCQs in AssessmentUCL.
4 March, 10.30am-11.30am. Online event.
Multiple choice questions have often had a bad rap in education, sometimes seen as assessing only lower level skills such as factual recall. However, with good question design this assessment approach can allow for testing of more complex cognitive processes. Add in the increasing sophistication of options offered by digital assessment platforms, which allow automatic grading and statistical analysis, and you can begin to significantly streamline your marking processes.
This workshop will explore the benefits and challenges of using MCQs in both formative and summative assessment and provide practical guidance on:
Constructing good MCQs
The range of MCQs available on digital platforms, focussing on AssessmentUCL.
There will be time for discussion and questions.
After attending this session, you will be able to:
Create worthwhile MCQs that test a range of learning outcomes.
Understand the range of MCQs available on digital platforms and how they can be used, focussing on AssessmentUCL.
Who should attend this session
All those engaged in teaching, assessment and the support of learning (academics, administrators, professional service colleagues).
Rubrics_ removing the glitch in the assessment matrix (1).pdfMarieke Guy
Rubrics bring together criteria, grades and feedback into a single scoring matrix. This session will explore how to design a good rubric and the benefits and potential challenges of using rubrics in assessments.
Would you like to increase reliability and consistency in marking, ensure alignment with intended learning outcomes and provide an efficient feedback mechanism for students? If so, this session on rubrics is for you.
Rubrics are a useful way of bringing together criteria, grades and feedback into a single scoring matrix to help streamline marking, provide transparency and support learners to understand how their performance will be judged.
This workshop will focus on the benefits and potential challenges of using rubrics in assessment within your subject area and provide practical guidance on:
How to design a good rubric
Creating and marking with rubrics in Assessment UCL
There will be opportunities for discussion and questions.
After attending this session, you will be able to:
Understand the benefits and potential challenges of using rubrics in assessment
Design an appropriate rubric for your assessments
Understand how to create and mark with rubrics in Assessment UCL
Who should attend this session
All those engaged in teaching, assessment and the support of learning (academics, administrators, professional service colleagues).
Making your mind up: Formalising the evaluation of learning technologies Marieke Guy
The document discusses the need for institutions to take a more formal approach to evaluating learning technologies. It introduces some existing evaluation frameworks like the Educause rubric and SECTIONS model. It then outlines UCEM's approach, which involved thoroughly investigating requirements, identifying systems to evaluate, developing a testing plan based on the Educause rubric, testing functionality and data flows, and involving stakeholders before selecting a new assessment platform. Attendees at the talk were asked to provide ideas on evaluation processes and challenges through a Mural board.
The document describes several video assessment techniques that can be used for students:
1. Students record or upload a video presentation on a topic and receive automatic feedback to improve their presentation skills.
2. Students upload a video demonstrating a skill and receive feedback to enhance their competency.
3. In a virtual classroom, students collaborate to record a group presentation and provide peer assessment on each other's contributions.
4. Students record video responses to pre-recorded questions to practice interview techniques through a standardized question/answer approach.
This document discusses alternative assessment methods and provides rationales and ideas for various approaches. It proposes using video assessments to allow students to practice real-world skills, eportfolios to enable continuous assessment and reflection, and industry case studies/scenarios to provide authentic assessments aligned with industry. Other suggestions include mini-quizzes for varied engagement and assessment, and balancing new approaches with resources. The goal is to better prepare students through assessment practices that mimic the real world.
The Transnational Online Pivot: A Case Study Exploring Online Delivery in ChinaMarieke Guy
This document summarizes a case study exploring the transition to online delivery of teaching content in China due to the COVID-19 pandemic. Academics from the Royal Agricultural University normally travel to China to teach students in-person, but had to shift to delivering pre-recorded lectures and holding interactive Zoom sessions. While online teaching can overcome geographical barriers, it also presents challenges like language differences and student engagement. Feedback from students indicated interactive sessions worked best when broken into shorter segments. Academics found recording lectures technically straightforward but time-consuming and felt isolated from students. Mixed methods were argued to provide multiple views for understanding the student experience in this transnational online environment.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
1. Trend Spotting:
A practical training day to help you make
sense of large information sources
Marieke Guy and Gemma Long, QAA
Maple House, Birmingham
23rd February 2017
4. Agenda for the day
Time Session
10:00 – 10:30 Registration and coffee
10:30 – 10:40 Presentation: Introduction to day
10:40 – 11:00 Practical session: Introductions and aims for
the day
11:00 – 11:20 Presentation: Introduction to qualitative
(language-based) data & thematic analysis
11:20 – 11:50 Practical session: Sharing examples of
research analysis
11:50 – 12:20 Presentation: Bringing together sources
12:20 – 13:00 Lunch
5. Agenda for the day
Time Session
13:00 – 13:30 Practical session: Considering scenarios
13:30 – 14:00 Presentation: Carrying out data analysis
14:00-14:30 Practical session: Thematic analysis
14:30-14:45 Coffee break
14:45-15:15 Presentation: Outputs of language-based
analysis
15:15-15:45 Practical session: Comparing good and bad
report examples
15:45 -16:00 Presentation: Conclusions and resources list
Feedback sheets
16:00 Finish
7. • Help you better organise and make sense of large
information sources
• Help you carry out language-based research and
development
• Help you with market research
• Help you with business enhancement
• Help you with report planning
• Help you write better, more engaging reports
Aims for the day
10. Key terms
Term Definition
Project The piece of work to be carried out.
Research question Question that identifies what needs to be found out.
Collecting and
organising sources
The process of pulling together information sources and
organising them in some way.
Coding (into nodes) The process of pulling out sections of text and allocating
words or short phrases that give it meaning.
Thematic analysis Form of analysis in that involves examining and recording
themes.
Report writing Writing up a report that pulls together all the outcomes
from your analysis.
12. • Founded in 1997
• Offices in England, Scotland & Wales
• Higher Education Agency
• http://www.qaa.ac.uk/
About QAA
13. Our mission is to safeguard
standards and improve the quality
of UK higher education, wherever
it is delivered around the world
14. QAA strategic aims
Aim 1: enhance the quality and secure the academic standards
of UK higher education, wherever delivered, in order to
maintain public confidence
Aim 2: provide leadership, through knowledge and resources,
in assuring and enhancing the quality of higher education
within the UK and internationally
Aim 3: extend and enhance the value and reach of QAA’s
services, within and beyond UK higher education
16. QAA: future directions
i) Secure our role as the UK’s agency of choice for
higher education
ii) Develop as a client-focused organisation
iii) Be an agile organisation, able to adapt quickly
iv) Offer innovative services, for different market sectors
v) Deliver tangible benefits for the sector
QAA’s Board has begun the process of developing our
next strategy to 2020
17. • Non-subscriber events on:
Student Engagement
Managing Quality & Enhancing Quality
Professional, Statutory and Regulatory Body (PSRB)
Life after Degree Awarding Powers (DAP)
Transnational Education post EU
Degree Apprenticeships
• Quality Enhancement Network (QEN):
Two events in April on the theme of Entrepreneurship and
Apprenticeships (1 London, other tbc)
Two events in June on Postgraduate Research (1 Leeds, 1 London)
Quality Code consultation event in June
Upcoming events
19. • Introduce yourselves
• Who are you?
• Where do you work?
• What do you do?
• Share a reason why you are here
• Share an aim for the day
To the wider group
20. • One willing volunteer should empty their purse,
wallet or bag on the table
• Arrange and cluster the content into categories
• Label each pile
• Discuss
In small groups
25. • Information that is not in a numerical form i.e.
language-based data, descriptive data…
• Examples include: survey responses, diary
accounts, open-ended questionnaires,
unstructured interviews, unstructured
observations, collections of reports
• Often about interactions and relationships
• Analysis of such data tends to be more difficult
than looking at quantitative data (numbers)
Qualitative data
26. • To identify themes and patterns and share in the
form of reports
• To answer particular questions (or theories)
• To help inform decision making and business
planning
How is it used?
27. • Using data that you have access to as an
organisation to help guide decisions that improve
success
• Informed because should be based on more than
just numbers – contextualised and use staff
intelligence
• Important part of strategic planning
• Important to have data that backs up the decisions
that are being made
Data-informed decision making
28. • Anything more than you can easily read during the
work time available
• Perhaps more than 20 pages?
• It’s all about organisation and process
• It’s also about reproducibility and reuse
• Big data – volume, velocity, variety
• Tools, tools, tools…
What are large volumes??
29. • Why have you been asked to do this work?
• Who is it for? Who will see it? Where will it go?
• Is there an agenda behind it? Where are the
sensitivities?
• Who is leading on the work? What about sign off?
• What will be the output?
• What is the business enhancement purpose?
• How will success be measured?
Starting point
30. “If you do not know how to
ask the right question, you
discover nothing.”
W. Edwards Deming
31. • What do you need to produce?
• Who is it for?
• Is it for internal or external viewing?
• When should it be delivered?
• How long should it be?
• How can it be promoted?
End point
32. The template is designed to help you when planning
the production of a report or publication. It asks all the
questions you need to have considered before starting
work. It also ensures that you have thought through
the sign off process and considered the resources you
will need to publish the report/publication. The time
spent planning at the beginning should reduce the
time spent later on.
Publication report template
33. Name/title of
publication/report:
Purpose/objectives for the
publication
Why is this report being commissioned?
What does it hope to achieve?
How will the report benefit the organisation?
Is this report part of a contractual obligation?
Is this report part of a series?
Target audience(s) Who is this report being written for?
Who else will find it interesting?
Potential risks/issues for
this publication
Are there any controversial issues that are likely to be
raised in this report? Are there any sensitive areas
around this report’s subject?
Report writer Who is responsible for writing this report?
Budget code
Project manager Name of individual who will manage the project
overall.
Which format will the
report be published in?
Where will it be published? What format?
Word count/ no. of pages.
Key terminology Use of terminology.
Publication deadline Potential timing issues? Marketing lead times?
Project approval by
director
Signed: Date:
35. • Visual information management tools
• Method of storing, organising. Prioritising, learning,
reviewing and memorising information
• Stimulates creativity
• Helps you see bigger picture and detail
• Many software tools:
Mind maps
36. • What assumptions do you hold about the research
question?
• What values and life experiences may shape your
interpretation of the data?
Reflexivity exercise
38. • Think about the ‘research’ you have worked on in
the past that has looked at large information
sources
• Share one recent example with the group
• Each write down the following on a post-it note:
• One challenge of carrying out this work
• One lesson learnt of carrying out this work
• One success in carrying out this work
• Share your post-its on the wall
In small groups
41. • Existing reports
• Case studies
• Magazines, journals, newspapers, books
• Grey literature
• Web pages
• Databases
Using existing data sources
42. • Importance of taking a critical approach to
appraising sources
• Who wrote it or said it?
• Do they have an agenda?
• Were they given a template or series of questions?
• Questionnaire bias
Importance of context
43. • It takes skill – attend a course ;-)
• Think about what you want to find out
• Keep it short
• Think about your audience
• Use simple words and avoid being too formal
• Expand acronyms
• Avoid leading questions
• Balance not bias – Likert scale…
• Avoid double negatives
Writing a good questionnaire
44. • Use of more than one method of data collection or
research
• Bringing together quantitative (numbers) and
qualitative (words) data
• Most research ends up using some numbers
Mixed methods research
46. • Look at the two scenarios allocated
• Brainstorm a plan for the project manager
• To think about:
• Starting point – research question
• Middle – how can they analyse this data? What do they need to keep in
mind?
• End point – what do they need to produce as an output?
• What challenges can you identify?
In small groups
48. Two Approaches
Deductive Research Inductive research
Aimed at testing an idea Creating a new theory
Similar to grounded theory
(constructing a theory through
analysis of data)
Top down approach Bottom up approach
Theory driven Data driven
Have an idea in mind about
what you want to say or show.
Perhaps you have an agenda
already?
Am open to seeing what the data
shows.
Much more exploratory.
52. • Common form of analysis in social science
research
• Involves examining and recording themes
• Importance of organising data
• Key element is ‘coding’ – recognising important
moments in the data and highlighting them
Thematic analysis
familiarisation
with data
generating initial
codes
searching for
themes among
codes
reviewing themes
defining and
naming themes
producing the
final report
53. • Occur numerous times across the data – but
frequency not always related to importance
• Researcher judgement is key tool
• Try to avoid preconceptions
• Semantic and latent themes – look beyond what
people say – underlying ideas
• Themes and codes are different
Themes
54. • Trends are the general direction of travel: “our
customers are starting to prefer…”
• Patterns are series of data that repeats: “Time has
shown that customers like x”
• Trendlines
• Upwards and downwards
• Trend analysis
Trends and patterns
55. • Actively look for patterns within your environment,
industry and people’s behaviour
• Look at how information is structured
• Look for relationships between different pieces of
information
• Think about cause and effect relationships
Actively looking for patterns
56. • Things that are similar
• Things that are different
• Things that are frequent
• Things that are sequential or run in cycles
• Things that are opposite
• Things that are caused by one another
• Things that are in relation to one another
Recognising patterns
57. • Chronology
• Key events
• Settings
• People
• Places
• Processes
• Ideas
Things to look at…
58. What is a code?
“A word or short phrase that
symbolically assigns a summative,
salient, essence-capturing, and/or
evocative attribute for a portion of
language-based or visual data.”
Saldaña, J (2009). The Coding Manual for Qualitative Researchers.
59. • Gathering all the information about a topic together
for further exploration – you code into nodes
• Nodes can be topics, people, places, sections of a
report, positive feedback etc.
• Coding is heuristic
• Different projects require different approaches
• Need for consistency across projects
• Can be carried out in cycles
Coding
60. • Automated semantic analysis
• Good for very large volumes of data
• Provides numerical indication of relevance
• Highly inclusive and objective
• Clustering algorithm
• e.g. PTES work using
Leximancer
• Still requires researcher
interpretation
Concept mapping
61. • Think about the sentiments associated with a
concept
• Certain words connected with certain sentiments
• Favourable or unfavourable?
• e.g. difficult = unfavourable, enjoyable = favourable
• How will you deal with this?
Sentiment identification
62. • Call them what you like: log notes / self-memos /
summaries / reflexivity journal / notes
• Supports transparent process and team working
• Keep notes on:
Project aims: goals, assumptions, concerns, research question
Sources: where they are from, what is their remit, how they are organised
Project progress: why you have chosen the codes and theme, insights
etc.
Ideas for future analysis
• Make sure notes written in logs are different from
the data – different font etc.
Research logs
63. • Kick off meeting where you define terms and nodes
• Keep in contact – IM, Yammer, Skype etc.
• Regular catch ups – daily stand ups?
• Share what you have learnt – share early and often
• Log your findings
• Have a retrospective to share lessons learnt
• The benefits of different perspectives
Team working
64. • Nvivo – from QSR
http://www.qsrinternational.com/nvivo-product
• Atlas-ti – from Scientific Software development GMbH
http://atlasti.com/
• MAXQDA – from VERBI
http://www.maxqda.com/
• Leximancer
http://info.leximancer.com/
• Excel – Part of MS Windows
• Many tools out there – some open source e.g. RQDA
• None analyse the data – just help organise!!
Language-based analysis tools
65.
66. • Collect together categories
• Structure them in some way (perhaps using a mind
map)
• Think about headings and sub-headings
• Start thinking about the conclusion – what have
you discovered
• Think about key findings
• List your favourite quotations
Before writing up
68. • Look at the source material given
• Decide on your coding approach
• Start to code the text using the highlighter pens
• Cut out the coded content and place into piles
• Write a list of the codes you have identified on
post-it notes and label your piles
Individually
69. • Merge categories if appropriate
• Staple the piles of categories
• Arrange the categories on the table thinking about
hierarchy and structure
• Feed back to the wider group
In small groups
71. • Internal reports
• Summaries, recommendations
• External reports
• End of year review
• Grant applications/tenders
• Consultation responses
• Infographics
Outputs
72. “The value of an idea lies
in the using of it.”
Thomas A. Edison
73. • If you ask for feedback you should act
on it
• Pick the areas you can respond to
• Offer a strategy for dealing with them
• Don’t ask if you don’t want to hear the
answer
• “You said – we did” campaign
• #YouSaidWeDid
• e.g. at universities based on NSS
Feedback loop
74. • Reports look good with a few numbers in!
• Think about key stats from your project:
How many data sources?
When were they collected?
How many participants?
What percentage of overall participants was this?
Answers to any yes/no questions?
• Bar and pie charts
• Graphs and sparklines
• Tables
Combining with numbers
75. • Placing data in a visual context
• Helps users understand the significance of the data
• Want users to think about substance rather than
methodology
• Use the art of comparison: time-series, ranking,
ratios, deviation, frequency, correlation,
geographical location
• Dangers of spurious accuracy – avoid 34.567%,
use about a third
• Think about story telling approaches
Data visualisation with numbers
76. • Think about story telling approaches
• Word tags, bubble clouds, tree maps
• Word counts
• Venn diagrams
• Cluster analysis
• Using quotes
• Using photos and icons
Data visualisation with words
https://www.behance.net/gallery/7526739/Nineteen-Qualitative-
Data-Visualization
https://infogr.am/
77. • Infographics
Side by side
https://visage.co/turn-qualitative-data-visual-storytelling-content/
78. • Systematic approach to
presenting clear and
user-focussed information
• Focus is on layout
• Information is chunked up
into digestible chunks
• Uses banners, tables,
headings, margins etc.
Information mapping
79. • Answers the brief (or the research question)
• Consider the audience
• Well structured and coherent
• Offers clear examples
• Starts with an executive summary
• Ends with a sound conclusion
• Make appropriate recommendations
• Gives appropriate references
Writing a good report
80. • Honesty
• Agendas – being upfront about them
• Biases, values and judgements of researchers
• The messiness of reality
• Timing – familiarise yourself with the data
• Volume of data and work
• Prioritise the practical
• Conflicts of editing
Challenges
82. • Look at the selection of reports
• What works?
• What doesn’t work?
• List the possible faults of a report
• Think about the type of reports you create and
how they could be improved
• Feed back to the group
In small groups
84. • What have you learnt today?
• Did we cover all areas you wanted to hear about?
• What are your next steps?
Please fill in the feedback form!
To the wider group
Full image slides: A selection of full-page image slides are available to use. Images are available in Qmmunity, in the QAA Brand site. These slides are effective as divider slides, to introduce new sections, and headings can be added with a coloured panel behind the text to ensure legibility.
The coloured panel is 22cm wide with a 40% opacity. Text should be a maximum of two lines (for longer titles, use the full-colour slide). The transparent coloured background should match the colour palette.
QAA is the independent body entrusted with monitoring and advising on standards and quality in UK higher education
Our mission is to safeguard standards and improve the quality of UK higher education, wherever it is delivered around the world
We act in the public interest for the benefit of students and support higher education providers in providing the best possible student learning experience
We are dedicated to checking that the three million students working towards a UK qualification get the higher education experiences they are entitled to expect
QAA strategy (2014-17):
Aim 1: to enhance the quality and secure the academic standards of UK higher education, wherever delivered, in order to maintain public confidence
Aim 2: to provide leadership, through knowledge and resources, in assuring and enhancing the quality of higher education within the UK and internationally
Aim 3: to extend and enhance the value and reach of QAA’s services, within and beyond UK higher education
Future directions for QAA …
Important that QAA continues to evolve, to play a central UK and international role in the future.
Programme of change underway:
Organisational change (summer 2016)
Governance review
Ensuring QAA is well-placed to be the designated quality body under the new HE & Research Bill for England
Subscription consultation during 2016-17
Development of new services
M5 Group – efficiency savings and collaboration
To deliver the objectives set out here [see slide]
And our Board has begun the process of developing our next strategy to 2020.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
QAA is the independent body entrusted with monitoring and advising on standards and quality in UK higher education
Our mission is to safeguard standards and improve the quality of UK higher education, wherever it is delivered around the world
We act in the public interest for the benefit of students and support higher education providers in providing the best possible student learning experience
We are dedicated to checking that the three million students working towards a UK qualification get the higher education experiences they are entitled to expect
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.
Bullet points: Bullet point text should be at least 24pt to maintain legibility.
No more than four bullets points per slide is recommended. Keep bullets points concise. Don’t try to fit too much on one slide – use two slides instead.