From E-Learning V

Fig.1 Second hand 'used' book on creative writing

After eight weeks I recently slid from the end of the OU and FutureLearn MOOC 'Start Writing Fiction' and felt bereft. There is a Facebook group, a Linkedin group and a blog ... all set up by us students. The links sadly to the OU are the kind where you a dropped into the centre of a labyrinth with no idea of where to turn, and no one to talk to. 

Anyway. I was particularly delighted that the previous owner of this book has added the note onto the cover 'This is not all! A lot of it is on A 363 website*' which is where I will potentially pick up my OU studies in ten months time. '

Meanwhile I have three more MOOCs with FutureLearn. 

*A363 Advance Creative Writing

Collaboration amongst strangers is a tricky one. I've seen it work and I've seen it fail.

either

1) It requires scaffolding in the form of rules, or guidelines, mentor or leaders, and incintives in the form of punishments and rewards i.e. the risk of failure as well as recognition and some kind of reward (which might be a qualification, a monetary award, or part of a completed artefact, or pleasure of participation).

2) It requires people with an obsessive common interest; I don't believe having a common interest is enough. There needs to be an obsession, which means that the level of expertise can be mixed, indeed, thinking of the John Seely Brown concept of 'learning from the periphery' this might be best as invariably the natural human response IS to support those on the edge. The classic example is the young and eager student or junior employee keen to learn from his or her elders.

My concern with the role of collaboration in a module on e-learning is that the above don't fully apply. We are not GCSE or A'Level students. Most are MA ODE students who need this towards their MA, but I'll stick my head out and say the pass mark is, in my opinion, too low. I believe that it matters to be paying for it out of your own pocket or to have a commercil sponor expecting results. I know that some working for the OU do these modules almost on a whim because they are free and they do the minimum to pass - I've seen this on various courses,  seen it myself and have had it corroberated by other students. Anyone who is along for the ride in a module that relieson collaboration is a weak link - of course plenty of OU people do take seriously, but some don't and no line manger is looking over thre shoulder. At Carnegi Melon they ran an MA course where students gave each other, on a rolling basis, a mark for collaboration - those with the lowest mark risked failing that module. In fairness some people are not born collaborators, whereas others go out of their way to be a participant, potenially at the expensive of other parts of their studies.

To my tutor group I've posted too long a piece on a collaborative exercise I have been doing on and off for the best part of twenty years - I'm researching and writing my grandfather's memoir from the First World War. The Internet has exposed me (in a good way) to several sleuths.

I can however give an example of the learning design MOOC earlier this year that whilst having a good deal of scaffolding and human support relied on strangers each coming up with project ideas then joining forces to complete one. In a rush of activity, with some big name e-learning folk and too much formal theorizing, reading and activities to groups formed. I had no takers and joined a group of three that became five, but very quickythis became two of us ... we gamefully pressed on but at some stage felt we were missing out on the real action so eventualy pulled out as active participants.

Then there is a two week exercise in a subgroup of an MA ODE module where circumstances brought a magic bunch of strangers together - this has proved to be the exception rather than the rule.

Amateur dramatics, even volunteer cricket, to take a couple of examples, work because the show is the collective reward. We have bonfire societies here in Lewes that rely on volunteers too - though the complaint will be that it is always the same handful of people who do everything. In a work or academic setting should everyone be rewarded and recognised in the same way? It depends very much on a group dynamic or bond, a common sentiment that comes from working together in the flesh.

I believe that the First World War, now that I am an active member of a society and studying it on a formal course, is largelly of the type 2 participant. We are 'trainsporters' in that nerdy, glazed eye way - with specialists who know everything about uniforms, or tunnelling, or submarines, or dental decay on the Western Front, or a particular general, or like me - a grandfather, or greatgrandfather who was a combatant.

My worry about e-learning as a collaborative arena is that it is the process, so we are a cookery or gardening club. However, there is significant variation in each of these - vegetarian cooks, cupcake bake off specialists and Heston Blomenfal wannabes - amongst the gardens their are PhD research students growing dwark barley and weekenders who've keep an allotment. Whilst we have interst and the module to sustain us, only in a conort of 1000 or more would for some, there be enough likeminds to form a team.

I'm off to the School of Communication Arts in London. It operates from a workshop like open studio. Students are put into pairs to work. There is collaboration here between an art director (visualiser) and copywriter (words). Whether students are forever looking each other's shoulders when they are working on a competitive brief is another matter. I've noticed how one creative brief given to the whole studio has now become three. What is more, the 'collaboration' as such, comes from a couple ofcfull time tutors, principal and then a 'mentors' who go in as a sounding board cum catalyst cum different voice or perspective. What these people are doing is 'creative problem solving'.

Why, historically, does one band stay together while another falls apart? Collaboration is a tricky business - and maybe only in a business setting between employer and employee, or between contractor and client can it be sustained?

Read the first part of the paper (to the end of page 4).

Note the kinds of changes that the authors describe, and consider the extent to which these apply to your own practices and research interests.

Are there changes that the authors have not considered?

• The transition to tablets, extensive and preferred use of Smartphone, hot desking in the home, in the home of friends at school so keeping everything online, but also sharing /exposing identities, a 21st openness and frankness in relation to gender, sexuality, individuality, beliefs, bullying, privilege and disadvantage. In my planned context if 'leakage' of content is highly likely then a randomized controlled trial is porbably undoable.

• The history of informal learning and categories from home, games, clubs, apprenticeship with a social anthropological slant. Is it so different to the way people have always learnt in social groupings, the difference being that if you don’t have someone at your shoulder, you have them at your fingertips and in your head? Take for example the Boy Scout movement of 100 years ago. Even the ‘invention’ of games like football and rugby as a result of informal game-play. What can be learnt from looking at the take up of technologies, or new attitudes to learning in the past?

• Is a tutorial an informal setting? Socrates in a discussion is preferable to Socrates as a TED lecture? The lessons from the 'Oxbridge Tutorial' of two/three to the workshop-like tutorials of 12+ at the Open University.

• Is an extracurricular society a self-learn and informal setting?

• Amateur dramatics (youth theatre), and youth orchestras, teens forming bands, sailing and swimming clubs all show young people learning together, picking up where adults leave off - or taking over as it suits the person rather than the age or cohort - as occurs online. Having something to talk about in the first place encourages its discussion.

• Virtual worlds are not everyone’s cup of tea, or everyone’s opportunity (Eynon, 2012) 13% excluded, 4% of the remaining choosing NOT to use the Internet.

• Counter impact of interloper by having participants briefed to undertake research.

• Are the ways so new? As the Internet is a mirror to human behaviours online, the behaviours are the same though more akin to living in a close-knit community. ‘With brass knobs on’ - people can be rigidly themselves, alter egos, or even a different gender, age or cultural identity. (Kelly, 2011)

My own experience, very dismissive of, even reluctant to bring the classroom into any of these domains, indeed, it is anathema. However, during the Olympics, not surprisingly a few swimmers would say what they’d seen or followed in relation to their stroke or development as competitive athletes - mostly, ‘its not for me!’. A young adult art student, whilst he won’t adhere to his asthma medications, uses the sensation of being breathless in his art.

Observing online activities akin to similar in a boarding school setting - life skills learnt, but rarely to do with class work, my life and team skills, personal identity, coping mechanisms, learning from each other, forming opinions etc Eastbourne College, Mowden Hall School. In contrast to home life football practice, amateur theatre group, dance and so on …

The drivers that see a person transition from child to adult, and the sophistication of the brain makes these impacts of no less or more influence than anything that has occurred for previous generations, indeed, I’d contend that two World Wars, for those caught up in them would have had significantly more effect that anything the Internet can throw at an adolescent.

REFERENCE

Eynon, R (2009) Mapping the digital divide in Britain: implications for learning and education.

Kelly, D (Forthcoming 2011) 'Karaoke’s Coming Home:  Japan’s Empty Orchestras in the United Kingdom', Leisure Studies 30.

 

Had I known what I know now ... three years ago, perhaps I would have taken more care about what I read. From three weeks of H809 I've created this 'spider map' to use as I read anything new. It runs from Structure in a clockwise direction through to Implications. I've only just counted the number of 'issues' - 12 is a coincidence. The reality so far is that 8 will do it, 12 if I want to be thorough and probably just a few of these if I am going to look at title, abstract, authors. Should some of these be merged? In time these should become automatic. 'Paradigms' throws me. I'm not hot on 'concepts' or 'frameworks' either. All the more reason to be on H809!

‘Teachers want support and guidance to help them rethink their design practice, to think beyond content to and activities to make pedagogically informed design decisions that make good use of technologies’.

I’ve just been listening over the OLDs MOOC hangout for Week 3 and particularly enjoyed the Q&A with

Professor Gráinne Conole

The sentence above stood out from the 60 minutes, as well as how this was put into context for the MOOC in Week 3 and coming up in Week 8. Personally I wish we’d had something like this to begin the week. I got in early, did a couple of activities then followed the noise from the active design group I've joined. Give others a turn. Let things roll over. This works. Leave gaps and sometimes others will come along and think, OK, he's done that so I can see how it works, or might work for me. I won't bother with that tool, I'll try something else and see what people make of it. I cherry picked and as this hangout suggests and recommends, I’ll go back and pick out more as required. I enjoyed downloading, colouring in, cutting out then using the Activity Cards. This is more my thing than the EXCEL spreadsheet - which I planned on a sheet of paper then transferred over. I might use an APP to generate such a thing. I find EXCEL somewhat heavy handed, or I’d want to design it in a way that I like. We learnt about the background to 7Cs. The background and context was invaluable. Credibility ought not be taken for granted. Work like this needs to be put on a pedestal and people told of its credentials and worth - i.e sell it to me! 7Cs is an OU with OU Learning Design Initiative with JISC through the Curriculum Design Programme. Activity Profile and Course Map. Trialed thoroughly. Gráinne Conole continued this work with the JISC funded CARPE Dium learning design workshops at Leicester whiuch provides a ' rich storyboard of learning design'. More on this from: Gabi Witthaus Ming Nei More at http://www.olds.ac.uk/ And http://e4innovation.com/ Overarching conceptual framework A lot Cs here: Conceptualise - vision for the course, who is it for, what is the nature of the learners and personas Course features - the essence of it. Creative activity - capture, communicate and consider Conceptual Combine - into course map and activity profile Consolidate - running it as face to face, or VLE, or more specialised learning design tool, or …. From Gráinne's blog:

7 cs of learning design fromGráinne Conole

With current thinking on 7Cs Various systems offered and can be tried. Listening to OLDs MOOCers it appears that the 7Cs framework has been received well

• It articulates what teachers already do.
• There are 7 aspects in a whole design process.
• What level are you teaching, what level of support do they need etc:
• Teachers (all of us I would say, educators, learning designers, L&D managers) are bewildered by the range of tools, the range of approaches so fall back on their own content. So use the tools to think about the activities, the core essence of hte course.

Gráinne introduced the work of Helen Keegan, Augmented Reality and risk. More on use of augmented learning 7Cs has been found useful in Australia

• Indigenous Culture on locality.
• Introducing elements of serendipity.
• Activity profile
• Is it the right mix of learning for what you want the students to do.
• Correlation of time mapped out to what students are achieving … so she is poor at communication in Spanish … and there is little communication in the course she is doing.

Is this the right tool set?

• Covers all the aspects of design.
• Getting a taster for these in the course.

‘A huge amount in the MOOC is mix and pic, so take your time, come back to the resources. Six months down the line, you discover which ones you like’.

• Some love the activity profiles some don’t, so find the mix that works for you.
• Some with learning outcomes.
• Some with the content.
• Some with the characteristics of the context of the learners.
• Different tools will mean different things to different people.

‘We’re offering a Smörgåsbord of offerings that you can develop and use over time. Pick the ones that are relevant to you, don’t feel that you have to use all of them’.

Larnica Declaration on Learning Design

(More coming up in WK 8 to act as a springboard to reflect)

• What is learning design?
• How has it come about?
• Why is it different to structural design?

Professor James Dalziel

2011 ALTC National Teaching Fellow

• Driven by people in Europe and colleagues in Australia.
• What is learning design? How has it come about?
• How is it distinct from instructional design?
• Major Epiphany moment Sept 2012
• Two days in Cyprus
• Timeline of key moments since 199 learning design

REF: Key books on design science (Dianna Laurillard)  Teaching Design as a Science It’s aimed to be pedagogically neutral so that it can be used across a range of methodologies and pedagogies.

• Tools for guidance and support
• Tools for visualisation
• Tools for sharing like Cloudworks

What works for you

• It depends on the nature of how people want to go about things
• Visual
• Linear
• Connect and be sociable
• Open, unstructured … to form some kind of navigatable way through, as well as enjoying the serendipity. Having the options of the long and short routes.
• Is something more needed in the middle ground. B MOOCs.

BLOG http://www.larnacadeclaration.org

I offer these cryptic notes from the post B882 Creativity, Innovations and Change OU Business School, 'Residential School' as an aide memoir and catalyst.

This sounds like an excuse for poor note taking, yet everyone will have their own view or sense of what occurred during the tutorial and more importantly what they took from it or felt about it.

Rather than being prescriptive then perhaps the following will jog your memory and help you think it through. In any case, I could justify it as a technique, 'stream of conscious' or free form writing: getting it on paper. (though these days everything is jotted down on an iPad).

Were this a Wiki it could be added to collectively.

(As a Belbin Team 'Plant' type I love the idea that a 'Finisher' in a group will come into a wiki and 'get the job done' while I dream, tinker and catalyse invention).

PART ONE

Be careful with the term 'framework' which here means metaphors as exploration for problem solving. Whereas methodologies are 'methods for problem solving' such as Buffalo Three Stage Model, Disney (complete method, not technique).

DISNEY (See Techniques Library)

This used three modes of thinking:

1. The dreamer
2. The realistic
3. The critic.

Dilts (1945).

All three strategies are useful and complementary for a project.

(My successes have utilised three people in these three modes, I am generally the dreamer. Reflecting on this I do see how I can been try to be overly pragmatic and might stall a project and ultimately the projects worst critic ... and so I pull the plug. The trick has to be to find a way back and forth through all three traits, or as I have done in the past, be the dreamer, with a realist and critic part of the team).

Berne (1970) called these:

• Child
• Adult
• Parent

You can role play alone, but best to have others take part so that the 'idea' is given legs.

The technique calls for a FOURTH player:

• Neutral, Chair or facilitator.

You step from Neutral to Dream, Neutral to Realist, Neutral to Critic in turn.

Guerilla activities : Covert creative problem solving.

Can anyone add more to this?

My concern would be that if already outside your comfort zone it would be too easy to duck the issue; instead of using 'guerilla activities' strategically as the best choice of approach, that they would be used to avoid having to confront fears you may have over facilitating such an exercise with colleagues.

Might the answer be to dilute a mix of people with some outsiders, as catalysts or to tip the balance in favour of the exercise?

Even to diffuse any real or perceived problems?

Energiser games

These are in the Techniques Library or Book 2: 82, 86.

Tiger : Samurai : Mother-in-law

This activity, done in teams facing each other is the same as 'paper, scissors, stone' but with bigger, bolder actions. You 'Tut-tut’ and wag your finger as the mother in law. You 'growl' and get your claws out as a Tiger While you shout 'ha!' and take up the stance of a Samurai warrior brandishing his sword for Samurai.

This is an Ice-breaker which gets people on their feet, smiling, shaking of inhibitions and getting their energy levels up. It's one way to help get people into the right frame of mind for things like finger painting etc:

We shared some of the techniques used at Residential School: Hairy Balls

Actually pom-poms, though any item could be used to throw and catch from a beach ball to screwed-up newspaper.

I first came across this at Youth Theatre in my teens, then used it as a warm-up with video production teams and later with 'Mini Squad' our future elite swimmers, in the water to help them get each other's names in their heads, followed with 'hot potato' in which they are pushed further to retain the basic information while they get suitably warmed up.

The most relevance for this is with a group where people don't know each other already.

The next step at Resi School.

Qualify the person's name and remember both this and the person's name. Concentration game around the room

Q.Q. How to do the virtual version?

(Coming from the Masters in Open and Distance Education I should have an answer for this)

And another one:

Privately we thought if we were an animal, what kind of animal would we be?

We then put the word on a PostIt. One at a time we came forward and described ourselves while others based on this tried to guess what kind of animal we are.

This too went on a PostIt and from this we'd gain some understanding of who we are perceived to be.

Finally we put the two animals together.

How did this go? I should know.

I elected to be a Red Squirrel but only because I happened to be thinking about a certain Management Training Centre in the Lake District (actually the Eden Valley) where my late father lived where we had Red Squirrels. I should have related it to my current role or how I saw myself. Actually I had had 'dolphin' in my mind, which was as much about freedom and personality as my professional and personal interest in swimming.

It worked better with someone else who had described themselves as a leopard 'ready to pounce' as we had come up with a leopard or some such. The next step was to introduce two such 'animals' in 'character' to each other, for example what happens when a 'giraffe' type meets the 'panther' or of course the classic of a mouse meeting an elephant.

At Resi School we did 'Super Heroes' and it worked by people finding complementary powers.

This is good at the solution finding stage by asking people who, why and what.

Ask 'what solutions would your superhero bring to the table?' What have we got to lose? (if you are getting nowhere).

PART TWO

If you've got to tackle lots of incremental changes that are not delivering how do you reframe it and do something more visionary?

From E-Learning V

Our tutor gave a personal example of imagining Charing Cross Metropolitan Police Station as an aircraft carrier.

Sequence of diamonds to have the problem, diverge, then draw it together.

Based on 'systems thinking' Jane Henry and John Martin (2010)

Trying therefore to understand it holistically.

Something 'messy' is when you put stuff together e.g. Hospital, flyover and play park. P.43/44.

(I keep thinking of Engestrom's 'activity systems' and how these were used to think through messy problems in, for example, a live TV production company, or the relationship between a hospital and clinics).

Wicked or Messy problems. What are they?

Wicked: Rittel (1972)

Messes: Akoff (1979)

These have few boundaries

There are Complex systems or sub-problems Mason and Mitroff, 1981 pp.11-13 (p43, B2) All about 'unpacking challenged' 3.10 (pp 42/43)

PART THREE

TMA02 Ask yourself? Why am I dealing with this problem? Use a technique for messy or wicked problems. 3:10 unpacking problems

METHODOLOGIES

Some are techniques, others are complete methods. Eg. Buffalo.

It is an Iterative process

Use 'divergent thinking' first

Remember the 13 precepts as "rules for the environment'

Add Precepts List

Evaluate what did - compare precepts.

If precepts breached, why? What do next time?

Horse shoe and the car story

A company makes great horseshoes then along comes the car; its response is to make the very best horse-shoes. But sales are falling ... So you make increasingly better horseshoes.

You are trapped into doing the same thing.

When around you the world is changing, you need to do something different.

Kodak makes a similar story.

I bought a Kodak digital camera and easy share docking station around 2002.

Both lasted no longer than a novelty Christmas present, the definition on the camera too poor, depends ace on the docking station and frequent, expensive paper fails with the printer.

Other industries that are too stuck in a rut to change?

On reflection I can see that corporate video production companies could fail in the same way if they thought in terms only of video production, instead of seeing themselves as a communications business. I think of how 'Two Four' has, for example, morphed itself into broadcast TV while 'The Bank' went from a record label and music videos, to corporate video, events, commercials and 'experiential' projects.

1) Get as much as you can, so keep diverging.

I recall our Resi School tutor forever pushing, and stepping in wherever (at this stage) someone started to use business terminology (i.e. both converging and becoming glued to a mindset not of your own).

E.g. Don't close down ideas when brainstorming.

2) You want one idea to lead to another.

As soon as you close down you stop the flow of ideas.

E.g Brain writing. 30secs to put ideas/answers on a pad, then quickly pass it around. Interject a game ....

3) Then back to the brainstorm.

4) Do something different.

5) Then back to the brainstorm ...

Converge, Diverge, Statement of the problem.

N.B. One people fully understand what the problem is the following stages follow through quickly.

How you'd do it next time (better when it goes wrong)

Genuinely real problems (nothing trivial)

N.B. Do it in a real context to convince the tutor that you did it.

The Group

Ideally, a group of highly supportive group people at work.

Or virtual. Multiple intelligences. Personalities.

NLP.

Ambiguous problems Activity 6.6  (p107, B2)

Technique Choosing Activity 7.3  (p125, B2)

Facilitation Issues Activity 7.9 (p136, B2)

Non-analytical skills

Manage the context Hamburger or sh1t sandwich : pointing out what went well and reinforcing this to conclude.

How are you going to overcome the constraints of your organisation?

What is the PROBLEM?

The problem is defining the problem.

Problem solving does not mean finding a solution necessarily but finding the most suitable way of dealing with the issues.

Start-up

Exceedingly well educated, but preconditioned on how to solve a problem.

HOW

What people are wearing! Dress down Friday.

Different location (and time)

No hierarchy, include outsiders.

Morning, Afternoon or Evening.

Toolkit (bag of toys)

Party facilitator

Youth Leader (theatre) Swim Coach (pool)

NO IT games! (paid for and restrictive) Role reversal ... In my shoes (personas)

Facing the truth. Lose the passion.

HBS.

Gap analysis: where we are ...

Where we would like to be.

Steps BACK from the end putting in place the steps. Make in convergent, divergent.

Have a pack of colour discs. (To do Timeline)

Lay them out to diverge, then converge.

Physically walk it through.

(Human sculpture) ... Even as a person not the organisation.

TMAO2

Why is the group composed the way it is?

Pace Planning Dress down, especially military.

Don't think the technique will work

View the technique library as a recipe book.

Have back up techniques in your back pocket

See DVD for Facilitation.

Bring your pet to school day (Steve Jobs)

QQ what are you doing differently compared to 2011?

Insightful commentary on the decisions '5W and H' to structure TMA. If you cannot define the problem early on start by looking at the symptoms.

• What to do with the dominant participant?
• Judgemental people need the rational
• Take them back to the process
• Keep it positive
• Don't let them close it down

KAI if 10/ 20 apart can cause problems.

REFERENCE

Ackoff, R.L. (1979) The Art of Problem-Solving, New York: Wiley

Berne, E. (1970) Games People Play, Harmondsworth, Penguin Book.

Dilts, R.L. (1994/95) Strategies of Genius, Vol 13, Capitola, Meta Publications

Henry, J & Martin J (2010) Book 2 Managing Problems Creatively

Mason, R.O. and Mitroff, II. (1981) Challenging Strategic Planning Assumptions, Chichester: Wiley

Rittel, H (1972) 'On the planning crisis: systems analysis of the "First and second generations"', Bediriftskonomen, No8. pp. 390-6