The legacy of the MOOC bubble will be the widespread acceptance that passive learning is now a commodity, no more valuable than long distance phone minutes.
The large lecture course, an institution that has endured for decades if not centuries almost completely untouched (unless you count PowerPoint - which many see as a step backwards), will forever be altered.
This is the most egregious e-mail fail in the bunch, and it probably boils each of our bloods, daily. An e-mail message – one that probably didn’t need to be sent in the first place – is sent to a very large number of people. And then, a flood of other people reply-all to that message with one-word replies like “Thanks!” and “Congratulations!” and eventually your inbox devolves into a stream of irrelevant chatter, each subsequent message momentarily stealing your focus and making it impossible to get anything done.
Newer versions of Outlook apparently have a feature built-in that warns users when they’re about to do a reply-all to a large group, but something tells me that won’t end the endless stream of these that pollutes our inboxes every day.
Davidson’s size and close-knit community made these innovative courses possible. This same environment is now yielding creative MOOC proposals including “Sustainability and the Bottom Line,” “Electronic Literature,” “Medicinal Chemistry” and “Gaming Music.” Davidson’s collaboration with edX will help us share aspects of our transformative curriculum with people around the world. We are grateful for the opportunity to contribute to the emerging environment of online instruction and welcome all partners in our collective quest to make meaningful education available to everyone who wants to learn.
Competency-based education appears to be higher education’s "next big thing." Yet many academics aren’t sure what it is. And that goes double for lawmakers and journalists.
A new group is stepping in to try to clear up some of the confusion. The nascent Competency-Based Education Network (C-BEN) will include up to 20 institutions that offer competency-based degrees or are well on their way to creating them.
We will always be learning about social media because unlike other forms of communication like the telephone, email, text messaging, or even the unfortunately enduring fax, social media are almost always shifting, evolving, and emerging. Platforms for social media use are expanding with the growth of the Internet of Things and even Facebook has improved their mobile experience. Technology confidence, knowledge, and fluency are major factors that impact an individuals use of social media. For example, every single time I give a presentation on social media at a university, there are those who have been using sites like Twitter or Facebook since their inception, while others are still reaching for a basic understanding. There is a major spectrum of social media knowledge among individual users.
Engagement is really about Actions, Reactions and Transactions; something that I refer to as A.R.T. Engagement, for me, is something that locks in an interaction or exchange. Thinking about engagement in that way inspires a different approach for content creation; you want somebody to feel something, not just see it.
Customer-contributed stories are not only powerful, they’re also influential and important. Yesterday, customers conveyed their stories through text and voice. Today, we’ve moved to visually rich tools like photos and videos. While compelling to look at at face value, there’s quite a bit more hidden within.
Ever one of these stories affords us much more than just a means to fill a page or gallery. Media provides us a glimpse into how our customers use our services and products, how they interpret the values we stand for, and inspire future ideas and anecdotes for us to build on. A picture is worth a thousand stories.
The gravitational force of silos and the status quo will always be formidable.
Don Dea's insight:
The operating model for experimentation needs an organization with process owners who manage big changes across functions and departments. The challenge is, most of us have a relationship scope of about 100-200 people, so we like to work with these “tribes” of people like us. It’s more difficult with big end-to-end processes to have a tribe that has ownership of the overall goal and a process owner who is also the tribal leader.
In the absence of a significant disruptive event, or obvious proof that the world is changing, the gravitational forces in organizations pull strongly towards the performance engine: functional, hierarchical, command-and-control, rigid. And this engine gets improved and streamlined only with small, incremental changes. I have seen organizations implement complex process management structures (with process executives, process owners, process champions, and process councils) to support the implementation of a major enterprise system. However, the process ownership role then appears to become redundant and hard to justify once the system has been implemented and is delivering the intended benefits.
Just because someone is firmly in your corner doesn't mean they know what's best.
Don Dea's insight:
Are you straying from the path that your mentor has taken? Piles of research on “social similarity” or “similarity-attraction” effects suggest that most mentors will have a positive reaction to paths you take that are reminiscent of their own and a negative reaction to paths that clash with their past choices. So if your mentor spent a year working in, say, China as part of his or her career and you are about to turn down a similar opportunity, don’t be surprised if he or she sees it as a mistake.
Many bosses aren’t checking the available evidence — like research findings — before making the big decisions that can help or hurt their employees.
Don Dea's insight:
Fortunately, some organizations are moving toward evidence-based management. A recent study at Google shows the power of accepting and acting on evidence, even when it clashes with ingrained beliefs. For most of its history, Google’s leaders believed that deep technical expertise was the most important quality in a manager. They thought that the best bosses pretty much left their people alone, and that their main role was to help with technical problems when people got stuck.
The need for transparency in society is at an all-time high. Trust and transparency are crucial elements to every leader. People have grown tired of dishonesty and want to exist in a work environment that allows one to have greater transparency of words and deeds.
This is accomplished by eliminating the unknowns that continue to crawl into our minds with each relationship we are part of.
A new survey of 10,337 people who are active in social media found that when it comes to product and service recommendations, Facebook was the most trusted platform; over two thirds (68%) say they trust Facebook over Pinterest (56%), YouTube (51%)...
Don Dea's insight:
The Social Recommendation Index, sponsored and conducted by advocacy activation company Social Media Link, also found that quality, not quantity counts. 77% said that fewer than 10 reviews compel them to make a purchase decision.
The time honored Hans Christian Anderson tale about the emperor and his new clothes, or lack thereof, bears significance for corporate boardrooms today.
Don Dea's insight:
If we substitute a CEO for the emperor we can begin to envision how this story is relevant today. A CEO (or any leader really) depends on others to be successful. These individuals may be subordinates, suppliers or other types of partners such as board members. It is critically important that amongst the CEO’s trusted partners and advisors are those that are willing and have the fortitude to inform, report, and impart the truth. As the innocent child did in the story of the emperor and his new clothes, the bearer of the truth is not always the wise and experienced. Rather, it can be the very lack of experience that allows someone to speak with accuracy and authenticity. - See more at: http://www.n2growth.com/blog/who-will-tell-the-emperor-he-has-no-clothes/#sthash.u26QZMo5.dpuf
Let’s cut right to the chase – the biggest problem all leaders face is problem solving itself. The job of every leader is to avoid, minimize or altogether eliminate problems. When the inevitable problems do arise, it’s a leader’s job to turn said problems into opportunity. The issue is this; most leaders are woefully inept when it comes to problem solving.
Consumer consumption The reason for the interest in mobile video ads is that consumers are watching more video from mobile devices, at approximately 13 percent for smartphones and 4 percent for tablets, according to a recent report from FreeWheel.
The percentage of mobile video ad views is much smaller, at around 8.6 percent, with IOS accounting for more than 70 percent of smartphone and tablet video ad views. However, mobile video ads tend to command premium prices as much as 10 times higher than the cost per thousand impressions of standard mobile ads.
While video is a format that big brands like since they are familiar with it from their television and desktop strategies, there have been several challenges in migrating over to mobile with a video strategy.
Mobile is about the customer In ecommerce, the marketing function ultimately owns the customer. Typically, mobile applications and mobile Web sites are owned by the product function, but consider that the mobile product, at the end of the day, should be designed with the customer in mind.
Smartphones and tablets are very personal devices, so the experience should be personalized and special.
“We predict that hyperlocal is going to be the explosive mobile tactic for 2014,” said Adam Buhler, vice president at DigitasLBi, Boston.
“From personalized museum tours to highly targeted sale notifications when you're walking past a favorite store, there's a dizzying number of paths this technology can take, and the installed user base is already huge,” he said. “It's cheap to implement, easy to work with, and a great new playground for digital marketing."
“Always-on commerce” is a subtle but significant evolution from “everywhere commerce,” brought on by consumers’ ubiquitous connectivity. A new eMarketer report explores this and other key trends for next year.