August 26, 2016

Spotlight on online experiential learning at Ryerson University

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Lake Devo is one of several e-learning initiatives at Ryerson University

Lake Devo is one of several e-learning initiatives at Ryerson University

A week or so ago, I had the opportunity to visit the Digital Education Strategies team at the G. Raymond Chang School of Continuing Education at Ryerson University, Toronto.

Ryerson is well known for its DMZ (formerly the Digital Media Zone), one of Canada’s largest business incubators for emerging tech start-ups, but it is by no means the only centre of innovation at Ryerson. As well as being responsible for the design of online learning courses at Ryerson, the Centre for Digital Education Strategies (CDES) has several very interesting e-learning initiatives. 

Online courses

The ‘bread and butter’ work of the CDES is the over 400 online courses, including around 300 degree-credit online and hybrid courses, four part-time degree online and blended programs, 23 fully online certificates, and 22 blended certificates. CDES serves roughly 23,000 online course enrolments a year. Ryerson recently moved from Blackboard to Desire2Learn learning management system to support most of its online courses.

Because of its expertise in online course design, Chang School’s Digital Education Strategies team has been engaged in a number of other innovative e-learning initiatives. The DES team has also built business efficiency tools and interactive learning applications. Each of these deserves a blog post on its own, but in this post I want to give a quick overview of some of the other work of the Centre.

1. Lake Devo

Lake Devo is a virtual learning environment enabling online role-play activity in an educational context. Learners work synchronously, using visual, audio, and text elements to create avatars and interact in online role-play scenarios.

The Lake Devo environment is fully equipped to allow an instructor to set up his/her class as an online collaborative community. He/she may enter students’ information, configure working groups and have the system issue login information to all users.

Lake Devo has been used by a total of ten online instructors, for at least eight different courses, involving over 35 sections of students. Students have developed over 100 different scenarios in Lake Devo (see “Gallery” for examples). 

 2. The Law Practice Program

This unique alternative to traditional articling was established by the Law Society of Upper Canada (LSUC) and Ryerson University to provide new options and flexibility to meet the legal profession’s licensing requirements for law graduates in Ontario.

The program features interactive web-based collaboration tasks that replicate the experience of working in a law firm. This virtual firm activity is combined with expert guidance and mentorship to equip candidates with the skills and competencies required for effective practice. For a promo video, see: https://www.youtube.com/watch?v=eKsu6P3ZUVQ

 3. Serious games

Mental health assessment during a home visit’ is a video-based game in which users practice their skills in a setting that is realistic and allows the user to make clinical choices within a safe environment.

This is another collaborative project involving Ryerson nursing faculty and professors from George Brown College and Centennial College.

4. Professional Development for Online Instructors

 As part of its commitment to offer high quality learning experiences for students, the CDES offers professional development for online instructors. Teaching Adult Learners Online (TALO) is a four-week, hands-on program designed to model effective facilitation techniques, and provide instructors with insight into the learning experiences of online students, while promoting an engaging community of practice.

Drawing on promising practices in online pedagogy and examples from leading open resources such as CU Open, TALO offers a unique experience that is helping to increase online instructor capacity and diversity.

I will do a more complete blog post on each of these initiatives over the next week or so.

Other initiatives

The Centre for Digital Education Strategies is involved in many other e-learning initiatives, including:

  • Providing training on foundations of instructional design principles to Pearson Canada Inc. employees.
  • Free multi-media e-learning modules to help Canadians boost their financial knowledge and plan for their future financial security for the Financial Consumer Agency of Canada (see: http://www.fcac-acfc.gc.ca/Eng/resources/educationalPrograms/financialBasics/Pages/elearning-apprligne.aspx)
  • A project for the Bombay Stock Exchange to design a train-the-trainer program for effective delivery of a hybrid curriculum on intercultural communication skills for the workplace.
  • A partnership with the University of the West Indies provided students in 12 Caribbean countries with access to a high-quality online programming for their Bachelor of Science in Nursing (BScN). 
  • Entrepreneurial mentor training through an online seminar using interactive case studies and role play.

Further information

 More details of the work of the Centre for Digital Education Strategies can be found here: http://ce-online.ryerson.ca/ce/default.aspx?id=3665

More detailed posts on each of the four projects listed above will follow shortly.

Reading between the lines: the ‘intangibles’ in quality online teaching and learning

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Teaching needs empathy, intuition and imagination, as well as technical competence.

Teaching needs empathy, intuition and imagination, as well as technical competence.

Contact North has organised a series of four webinars highlighting the practical advice and guidelines offered in my online, open textbook, Teaching in a Digital Age. The first webinar took place last week on September 29. It covered the first five chapters in the book, which discuss:

  • the implications of the major changes taking place in education
  • epistemologies that drive approaches to teaching and learning
  • different teaching methods and their appropriateness for developing the knowledge and skills needed in a knowledge-based society.

The aim of the webinar was not to cover the same ground as in the book,  but to provide an opportunity for participants to raise questions or comments about these issues, which was what they did. I received and answered nearly 30 different questions in the one hour. You can access the recording here: https://contactnorth.webex.com/contactnorth/lsr.php?RCID=67ca245af5fa7a21546ba37e10f306ba

In particular, there were questions about the importance of passion in teaching, whether learners today are really different, how to engage passive learners or introverts online, how to get students to take responsibility for learning, how to get students to collaborate online, and lastly whether cognitivism is an epistemology or a learning theory. I did answer all these questions briefly within the webinar.

On listening again to the recording, though, I was struck by the interest or concern of participants for what I would call the intangibles or the more human aspects in teaching and learning, such as the importance of passion in teaching and learning, dealing with learners’ ‘readiness’ or motivation to learn, building relationships between online learners and instructors, and how to encourage/develop interaction, discussion and collaboration between learners.

This brought home to me that for most instructors, teaching is not just a technical activity that can be categorized, systematised and computerised, but is a fundamentally human practice that requires empathy, intuition, and imagination. These are qualities that cannot be automated.

The next webinar, which will cover chapters 6-9 on media and technology selection, will be on November 3, 2015. For more details, click here.

 

Book review: A History of the Open University

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The image is of Robin Wilson, an OU math lecturer (and incidentally the son of Prime Minister Harold Wilson, who helped create the OU). The floral shirt was de rigueur in the early 1970s (I had one myself).

The image is of Robin Wilson, an OU math lecturer (and incidentally the son of Prime Minister Harold Wilson, who helped create the OU). The floral shirt was de rigueur in the early 1970s (I had a few myself).

Weinbren, D. (2105) The Open University: A History Manchester: Manchester University Press/The Open University, 274 pp + notes, £18.99, C$31.61, US$22.30 (paperback edition)

Why you should read this book

From the book cover:

This analysis of the Open University’s precedents, personalities, politics and pedagogies contextualises learners’ experiences and illuminates the change in the values of our society, our ideas about learning and our use of a variety of media.

Despite the florid writing in the publisher’s blurb, this is an accurate summary of the importance of this book, which should be read by anyone interested in open learning, distance learning, equality of access to higher education, changing pedagogies, the role of media in teaching and learning, the politics of creating radically new institutions of higher education, how higher education has changed in terms of value and purpose over the last 45 years, and, most important of all, how open learning can truly transform the lives of individuals.

What the book covers

The book is in four parts, which I will briefly summarise.

Part I: Creating a university of the air

This part covers the origins of the university within the socio-political context of Britain in the 1960s and early 1970s. It is a fascinating story in itself, of how a Labour Prime Minister, Harold Wilson, and Jennie Lee, his Under-Secretary of State in the Department of Education and Science, drove through their vision of a technocratic university for the masses, how the original vision was modified from a University of the Air to a multi-media university, and how the university survived a change of government which brought Margaret Thatcher and the Conservatives to power in the year that the OU opened. This is mandatory reading for policy wonks interested in how to bring about radical change in higher education.

Chapter 1 provides a broad overview of the challenges, developments and successes of the university over its 45 years existence. For those without the time to read the whole book, this chapter provides a useful encapsulation of the main points covered later.

Chapter 2 provides a more detailed account of the creation of the university, covering the political, socio-economic, pedagogical, and media components. It should be noted that many commentators believe that the Open University was ‘the most original innovation in 20th century British higher education’ and a ‘national treasure.’ This chapter helps to explain why.

In this part of the book, Weinbren captures well the social and political conditions, and above all the idealism and philosophies, that underpinned the creation and establishment of the Open University.

Part II: The first two decades

It is one thing to create a new institution; it is quite another to make it work. Indeed, the author notes that other attempts at innovation in higher education, such as the UK Open Polytechnic and the OU e-University, failed dismally after being created.

This part looks in detail at the governance and administrative structures, the role of academics, tutors and counsellors, the pedagogical models, the use of media, and the regional structure.

Weinbren points out that the intention from the start was to develop a degree-granting university with the highest possible academic standards:

Jennie Lee was adamant that the OU should be comparable to other universities in terms of its academic standards, rather than merely representing an educational second chance for the marginalised.

One reason for the OU’s relatively quick acceptance by the rest of the UK higher education sector was the high quality of the course materials which were used extensively by professors (and students) in the other universities. Another reason was the widespread engagement of academics from other universities as tutors or external examiners, who were often initially surprised by the quality of work produced by OU students.

Weinbren addresses particularly well the challenges the OU faced in terms of scale and the need for learner support for students working alone all over the country. (The OU started on day one in 1971 with 25,000 students and has grown since to 150,000 undergraduates and 30,000 postgraduates in 2014, with almost as many taking non-credit courses or modules.)

Weinbren, like the OU itself, struggles with integrating the competing pedagogical philosophies of behaviourist approaches to the design and development of high quality, mass-produced, course materials, and  learner-centred approaches based on face-to-face tutorials and summer schools. Overall, though, he emphasises that the fundamental pedagogical approach of the OU is focused on students developing personal meaning through interaction not only with course materials but also with faculty/tutors and other students, both face-to-face and later online. He describes with clarity how the often changing and complex learner support systems worked.

This chapter also explains why the Conservatives under Mrs. Thatcher continued to support the OU, despite concerns from some Ministers and the national press about ‘Marxist bias’ in its publicly available materials (especially the broadcasts). Thatcher had little time for traditional universities and saw in the OU a chance for reforming and galvanising the higher education system, especially with regard to improved cost-effectiveness.

This chapter also discusses the rapid development and changes in the use of media at the OU, with broadcasting over time playing a less direct role in teaching, greater use of recorded media such as cassettes, and the development of home experiment kits for science and technology courses.

Part III: The OU since the 1990s

This part is much influenced by the many changes since 1990 in the overall higher education system in Britain, and the consequent attempts by the OU at adaptation and accommodation to such changes. The key change has been the shift from direct government funding for teaching and learning to funding largely through student fees supported by loans (the OU now relies almost entirely on student fees), and the attempt by governments (both Labour and Conservative) to introduce more competition between universities and a more ‘market-oriented’ approach. This has resulted in the OU being treated as just any other university by government, rather than the special and separate treatment it received in earlier years.

Also over the past 45 years, the whole HE sector in the UK has expanded rapidly, making access at least theoretically more open to a much higher proportion of the population. Another important development has been the increased use of online learning by conventional universities. Together these have eroded some of the unique differences and advantages of the OU over the rest of the system.

The OU has responded to these changes in a number of ways, including:

  • expanding its international reach, especially but not exclusively in the rest of Europe;
  • the development of continuing education courses and modules;
  • more diversification regionally to respond to national political devolution;
  • contracts with non-commercial agencies, such as the National Health Service, as well as commercial organisations
  • leading the charge to quality assurance processes;
  • moving increasingly to online learning, and in the process, reducing dramatically the high-cost summer schools and face-to-face tutorial support; and integrating the role of counsellors with that of tutors;
  • increased use of learner-centred and project-based learning;
  • creation of open educational resources, such as FutureLearn and BBC/OU programs aimed at the general public.

Although Weinbren does a good job of covering the increasingly diverse and wide-ranging activities of the OU in the years from 1990 to the present, the OU’s unique role and place in the UK HE system becomes inevitably more fuzzy and its future direction less clear. However, the same criticism could apply to the whole of the UK HE sector, which seems to be increasingly forced back to a highly selective and tiered system, by government policies based on a more commercialised and employer-focused view of higher education. The OU’s place in such a system is by no means clear.

Part IV: Half a century of learning

This is a truly wonderful chapter about the student experience at the OU and lets students speak in their own words. This chapter helps explain why the OU is such an iconic component of British culture, and why it is so loved by students and staff alike (it consistently comes out top in student satisfaction in annual surveys of British universities). More importantly, this chapter clearly demonstrates how the OU has changed millions of students lives for the better.

Weinbren looks at several aspects of the student experience. While the OU has a very broad mix of incomes and occupations, it has opened up higher education particularly to working class families, students with disabilities, prisoners, those without high school qualifications, and above all to women. In this sense it is a truly open university, offering not just opportunities but also qualifications and realistic chances of success for everyone.

Weinbren illustrates how important the OU has been to women, particularly in the early year of the OUs, in terms of personal development and increased self-esteem. The importance of summer schools for engaging students and making them feel part of a university community is particularly well described. I also read with great interest how the OU enabled both Republican and Loyalist prisoners in Northern Ireland ‘to develop political confidence and an understanding of methods other than violence’, some going on to become politicians following the Good Friday Agreement of 1998.

Above all, this chapter provides an excellent antidote to the current market-oriented and functional philosophy of higher education now so prevalent in Britain and elsewhere. If you can read only one chapter, this is the one.

Personal reflections on the book

The OU was a very important part of my life for 20 years. I was one of the first staff appointed in 1969, and I ended up doing at one time or another research and evaluation into the educational effectiveness of different media (including the BBC television and radio programs), designing and writing course units, marking student assignments, directing summer schools, and attending endless meetings about policies, directions and the use of media. I left the OU in 1989, partly because I was frustrated that it wasn’t changing fast enough, particularly with regard to the use of online learning. It’s hard for me then to be objective in reviewing Weinbren’s book and even more so in assessing the contribution of the OU to higher education.

Nevertheless, the book captures wonderfully my lived experience of the OU, especially the student response. Weibren has blended together an impeccable range of resources, anecdotes, events and above all personal contributions from academics, staff and students at the OU into a well-written, captivating chronicle that reflects the spirit as well as the history of the OU.

There are criticisms, of course. At times, it becomes a hagiography of an institution (if that’s possible). Weinbren does describe the many criticisms of the OU, but always provides a contradictory positive contribution to offset each criticism. In particular, he could have been harsher about the OU’s increased bureaucracy and sclerosis as it has become older. True, there have been many innovations, for instance, in the use of technology, but changing its cumbersome and now outdated course development system has proved to be extremely difficult. Although it was one of the first institutions to adopt online learning, it has been a real struggle to make it a central rather than a peripheral part of the teaching system.

More importantly, Weinbren does not look into the future, yet there are surely lessons for the future from his book. The OU is facing an almost existential crisis, with many competitors, a very difficult financial situation, and massive changes and innovation going on elsewhere in the UK higher education system. What is the role of the OU in the 21st century? In what ways can it continue to provide a unique and valuable contribution? What teaching model will best meet the needs of its students in the 21st century? This is probably another book altogether, but Weinbren is particularly well placed to ask and address these issues. As I say to Ph.D. students, the conclusion is your chance to let rip and say what you really think now you have established your credentials. It’s a pity that Weinbren did not take this opportunity, but he has probably other means to let his views be known.

These though are minor caveats. Weinbren has undertaken an extremely challenging task and met the challenge superbly. I hope you will enjoy the book as much as I have. More importantly, there are very important lessons to be drawn from this book about the nature of university education, equity, and government policy toward higher education.

Who are your online students?

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Student at computer at home 2

Clinefelter, D. L., & Aslanian, C. B. (2015). Online college students 2015: Comprehensive data on demands and preferences. Louisville, KY: The Learning House, Inc.

The survey

This is an interesting report based on a survey of 1,500 individuals nationwide (USA) who were:

  • at least 18 years of age;
  • had a minimum of a high school degree or equivalent;
  • and were recently enrolled, currently enrolled or planning to enroll in the next 12 months in either a fully online undergraduate or graduate degree program or a fully online certificate or licensure program.

Main findings

This is a very brief summary of a 53 page report packed with data, which I strongly recommend reading in full, especially if you are involved with marketing or planning online programs or courses, but here is a brief tasting menu:

1. Competition for online students is increasing

Data from the National Student Clearinghouse Research Center (2015) show that college enrollments [in the USA] declined by close to 2%, yielding 18.6 million college students today. About 5.5 million of these students are studying partially or fully online. At the same time, competition for these online students is increasing. Between 2012 and 2013, 421 institutions launched online programs for the first time, an increase of 23% to 2,250 institutions.

2. The main motivation for online students is to improve their work prospects

Roughly 75% of online students seek further education to change careers, get a job, earn a promotion or keep up to date with their skills…..Colleges that want to excel in attracting prospective online students must prepare them for and connect them to the world of work.

3. As competition for students stiffens, online students expect policies and processes tailored to their needs

For example, the amount of transfer credit accepted has consistently been ranked one of the top 10 factors in selecting an institution.

4. In online education, everything is local

Half of online students live within 50 miles of their campus, and 65% live within 100 miles….It is critical that institutions have a strong local brand so that they are at the top of students’ minds when they begin to search for a program of study.

5. Affordability is a critical variable

Forty-five percent of respondents to the 2015 survey reported that they selected the most inexpensive institution. … Thus, it is not surprising that among 23 potential marketing messages, the most appealing were “Affordable tuition” and “Free textbooks.”

6. We could do better

21% reported “Inconsistent/poor contact and communication with instructors,” and 17% reported “Inconsistent/poor quality of instruction. ” More contact with regular faculty was requested, especially as advisors.

7. Blended learning is an option – for some

About half of the respondents indicated they would attend a hybrid or low-residency option if their program was not available fully online. But 30% said they would not attend if their program was not available online.

8. The program or major drives the selection process.

60% indicated they selected their program of study first and then considered institutions.

9. Online students are diverse

Online students have a wide range of needs and backgrounds. Even the age factor is changing, with more and more students under 25 years of age choosing to study online for their undergraduate degrees.

10. Cost matters

Undergraduates reported paying $345 per credit, and graduate students reported paying $615 per credit, on average (equivalent to around $25,000 for a full degree). Applicants need clear and easily accessible information about the costs of studying online and the financial aid rules regarding online students.

As I said, this is just a taste of an information-packed report, which is useful not only to those marketing programs to students, but also for convincing faculty of the importance of online learning.

But remember: this is a study of online students in the USA. There may be problems in generalising too much to other jurisdictions.

 

 

10 key takeaways about differences between classroom, blended, online and open learning

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What makes face-to-face teaching pedagogically unique - if anything?

Every teacher or instructor needs to decide where on the continuum a particular course or program should be

Lucky readers: you get a bonus! This is really a brief summary of all of the ten previous posts on this topic, which constitute Chapter 10 of my online open textbook, Teaching in a Digital Age:

Key takeaways

1. There is a continuum of technology-based learning, from ‘pure’ face-to-face teaching to fully online programs. Every teacher or instructor needs to decide where on the continuum a particular course or program should be.

2. We do not have good research evidence or theories to make this decision, although we do have growing experience of the strengths and limitations of online learning. What is particularly missing is an evidence-based analysis of the strengths and limitations of face-to-face teaching when online learning is also available.

3. In the absence of good theory, I have suggested four factors to consider when deciding on mode of delivery, and in particular the different uses of face-to-face and online learning in blended courses:

  • your preferred teaching strategy, in terms of methods and learning outcomes
  • student characteristics and needs
  • the pedagogical and presentational requirements of the subject matter, in terms of (a) content and (b) skills
  • the resources available to an instructor (including the instructor’s time).

4. The move to blended or hybrid learning in particular means rethinking the use of the campus and the facilities needed fully to support learning in a hybrid mode.

5. Open educational resources offer many benefits but they need to be well designed and embedded within a rich learning environment to be effective.

6. The increasing availability of OER, open textbooks, open research and open data means that in future, almost all academic content will be open and freely accessible over the Internet.

7. As a result, students will increasingly look to institutions for learning support and help with the development of skills needed in a digital age rather than with the delivery of content. This will have major consequences for the role of teachers/instructors and the design of courses.

8. OER and other forms of open education will lead to increased modularization and disaggregation of learning services, which are needed to respond to the increasing diversity of learner needs in a digital age.

9. MOOCs are essentially a dead end with regard to providing learners who do not have adequate access to education with high quality qualifications. The main value of MOOCs is in providing opportunities for non-formal education and supporting communities of practice.

10. OER, MOOCs, open textbooks and other digital forms of open-ness are important in helping to widen access to learning opportunities, but ultimately these are enhancements rather than a replacement for a well-funded public education system, which remains the core foundation for enabling equal access to educational opportunities.

Next

Chapter 10 on Modes of Delivery and Open Education is now published.

Chapter 11 will be on design strategies for ensuring high quality learning. Since it is based on an earlier series of blog posts called Nine steps to quality online learning, I will not be publishing blog posts on the book version. This should be ready by the end of next week.

I will however publish blog posts on Chapter 12, the concluding chapter, as I develop it. Chapter 12 will discuss issues around faculty development/training, institutional strategies for teaching and learning, and likely developments for teaching and learning in the near future. (Any other suggestions for topics for this last chapter will be much appreciated, as I need to focus on key issues that have wide interest that have not been covered elsewhere in the book.)

I will also start returning gradually to reviewing new developments, research articles, conferences, etc., as before I started on the open textbook project.