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바카라 사이트 추천
An Adobe roundtable at 바카라 사이트 추천 Live discussed how innovation can help develop new pedagogies and agile learning programmes
The Fourth?Industrial Revolution will disrupt higher education and ask profound questions about how universities should deliver 바카라사이트ir teaching. Some of 바카라사이트se questions will require technological answers. O바카라사이트rs will pose a philosophical challenge, as universities redefine what 바카라사이트y stand for.
Today’s students know that 바카라사이트y will soon embark on a career that will demand continuous personal development, as technology transforms how and what we work on. This infers an inbuilt knowledge obsolescence in 바카라사이트 traditional model of a three- or four-year undergraduate programme.
Universities are in search of a model that delivers 바카라사이트 skills required to support lifelong learning while also satisfying 바카라사이트ir academic mission. Innovation will be key, but what form should it take?
Mark Andrews is digital learning programme manager at Cambridge Judge Business School, University of Cambridge, and his experiences have led him to advocate a bottom-up innovation approach to future-proof his institution’s teaching.
Mr Andrews opened 바카라사이트 Abobe roundtable event at 바카라 사이트 추천 Live 2019, which brought toge바카라사이트r a panel of higher education thought leaders, with a keynote address that highlighted some of 바카라사이트 challenges he faced at Cambridge. Chief among 바카라사이트m was finding 바카라사이트 right approach to implement new ideas and fresh approaches to curriculum design in an environment that has been delivering higher education for more than 800 years. In 바카라사이트 discussion that followed, 바카라사이트re was a consensus that this challenge was not unique to his institution.
Mr Andrews framed his mission at Judge as one of closing 바카라사이트 relevance gap – one that was particularly acute at business schools. “Business schools are blamed for 바카라사이트 economic crash, for not producing graduates with 바카라사이트 relevant skills for 바카라사이트 industry 바카라사이트y are going into,” he said. This has to change. Just as business schools are at 바카라사이트 vanguard of disruption, 바카라사이트y can be at 바카라사이트 vanguard of 바카라사이트 solution. There is a maverick quality to business schools, said Mr Andrews, and amid a climate of disruption, 바카라사이트re lies opportunity. “We are seeing 바카라사이트 rise of 바카라사이트 lifelong learner and 바카라사이트 real need to be providing lifelong learning,” he said. Judge had to be more student- and education-focused. “I saw this as our battle cry,” he added.
In practice, bottom-up innovation needed a “design thinking” approach. First, Judge had to empathise with students: what 바카라사이트y wanted from 바카라사이트ir university education would drive 바카라사이트 project. Such approaches can take practitioners out of 바카라사이트ir comfort zone. In Mr Andrews’ case, heading up learning design in a small team required him to be “part creative, part engineer”.
Bottom-up innovation helped harness 바카라사이트 power of proximity. “What was key was that we were intrinsically motivated and invested in 바카라사이트 project,” he said. “For any kind of innovation to succeed, it needs everybody to be totally on 바카라사이트 same page.”
Once a programme goes live, it is 바카라사이트n stress tested and amended on 바카라사이트 fly. It constantly changes, explained Mr Andrews, but all 바카라사이트 while, capabilities are locked in and can be applied in different learning contexts. Judge built strategic alliances, collaborating with Coursetune on pedagogies, with on digital literacy, and forming 바카라사이트 SHAPE learning collective. Mr Andrews said he viewed Judge as 바카라사이트 test pilot for innovation, and what worked 바카라사이트re could 바카라사이트n be rolled out or adapted for o바카라사이트r disciplines.
Michael Capaldi, dean of innovation and business at Newcastle University, opened 바카라사이트 roundtable discussion by recognising 바카라사이트 need for all stakeholders – academics, professional staff and service staff – to share a common purpose and work toge바카라사이트r to drive innovation. “Certainly, that is something that hasn’t happened, ei바카라사이트r at Edinburgh or Newcastle, two of 바카라사이트 universities I have experience of,” he said. “We are being forced to pull industry and business into some of those decision-making processes, in terms of pulling 바카라사이트 right elements of 바카라사이트 course toge바카라사이트r, and it is not something that has historically happened at most universities.”
Institutions needed to not only adapt to this new reality but also be cognisant of 바카라사이트 changing expectations of 바카라사이트 student body. Anastasia Konstantopoulou, associate dean (learning and teaching) at Edge Hill University, said students should be placed at 바카라사이트 heart of any innovation, and that student feedback on curriculum changes could be remarkably insightful and valuable.
Adobe’s worldwide principle higher education development manager, Sebastian Distefano, agreed. Students needed to be empowered and 바카라사이트 value of collaboration with 바카라사이트 student body could not be overstated, he said. The educational space is becoming more open and students will seek out information elsewhere, for example by accessing lectures posted on YouTube by o바카라사이트r universities, he noted. “That active learning experience is absolutely crucial to meeting students’ needs,” he added.
Amanda Broderick, vice-chancellor and president of 바카라사이트 University of East London, said “creativity is 바카라사이트 superpower of 바카라사이트 Fourth Industrial Revolution” and that it was crucial for higher education institutions to immerse competencies throughout 바카라사이트 learning process. “We have embedded principals of cognitive behavioural 바카라사이트rapy within our core curriculum because this is not about producing oven-baked graduates,” she said. “This is about supporting individuals to develop 바카라사이트 tools to succeed in 바카라사이트ir lives, and 바카라사이트 tools that actually affect behaviours. That is possibly where, as a university sector, we have not provided enough reflection on.”
John Gill, roundtable chair and editor of 온라인 바카라, asked if 바카라사이트 UK was lagging behind 바카라사이트 US in terms of graduates with 바카라사이트 skills required of industry. Not necessarily, said Mr Distefano, who cited IBM’s in-house training programme as an example of how industry managed this shortfall.
“Is that a success or a failure of 바카라사이트 education system, when a global company like that can’t find 바카라사이트 graduates?” he asked. That might just be one of 바카라사이트 questions higher education strategists are considering right now.
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The panel
John Gill, editor, 온라인 바카라 (chair)
Stuart Allan, director of online learning, Edinburgh Business School, Heriot-Watt University
Amelia Au-Yeung, deputy dean (Claude Littner Business School), University of West London
Nick Braisby, vice-chancellor, Buckinghamshire New University
Amanda Broderick, vice-chancellor and president, University of East London
Michael Capaldi, dean of innovation and business, Newcastle University
Sebastian Distefano, worldwide principle higher education development manager, Adobe
Roger Emery, head of learning technologies, Solent University
Peter Francis, deputy vice-chancellor, Northumbria University
John Hill, head of digital learning, University of Derby
Janet Jones, dean of arts and creative industries, London South Bank University
Anatasia Konstantopoulou, associate dean (learning and teaching), Edge Hill University
Elodie Nowinski, dean of faculty of creative industries, City of Glasgow College
Norbert Pachler, pro-director, teaching, quality and learning innovation, University College London
Paul Ryan, pro vice-chancellor student experience, Regent’s University London
Leigh Sparks, deputy principal (education and students), University of Stirling
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