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This is me, Eugene Voorneman.

Week 24: de Freitas et al. (2007)

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Edited by Eugene Voorneman, Sunday, 2 Aug 2009, 17:11


What are the two main ways in which interventions intended to change how teachers teach actually attempt to do this? (page 26)
The UK government, for example, has invested significantly in establishing computer-based and networked infrastructure in schools, colleges and universities, and has, in parallel, introduced many e-learning initiatives.
Many of these initiatives have been top-down and strategic, including the Department for Education and Skills(2005) e-learning strategy document introduced to facilitate and guide developments in pre- and post-16 education sectors (Department for Education and Skills 2004).

What are the six main ways in which practice has currently been modelled? (page 27)
Practice models developed to describe or prescribe specific approaches by practitioners [e.g. Salmon’s (2000) five-step model of online learning; Laurillard’s (2001) conversational model].

• Other practical accounts that don’t fit any modeling framework such as case studies, action research reports, project findings and staff development materials.

Theoretical accounts designed to provide coherent explanations of learning activities and practice (e.g. systems theory, activity theory, cognitive/constructivist theories).

Taxonomies and ontologies (structured vocabularies)developed to provide systematic ways of labeling and organizing features of the learning situation.

Standards and specifications such as Instructional Management Systems Learning Objects Model and Learning Design or ISO SC36; also representations such as workflow diagrams, Unified Modeling Language models or instantiations of standards in working systems.

Organizational models designed to ensure an institution’s processes make best use of learning systems and best practice standards, such as quality assurance documents.


What are the five main factors that Sharpe (2004) identifies as influencing the success of interventions intended to improve practice? (pages 28–9)
- Usability
- Contextualization
- Professional learning
- Community
- Learning Design


What do the authors mean by ‘reverse engineering’ of their practice by the participants on the workshops? (page 33)
Represent context of teachers’ own teaching. Teachers had to consider their own processes and context of teaching in a different context: out of their own teaching and learning context (acontextuallity)


How does Wenger’s concept of reification help you to understand why pedagogical models cannot just be ‘given’ to practitioners with any hope of their being implemented successfully? (page 36)
A reification, Wenger proposes, is something that a community produces through its shared practice. It may be an outcome of practice (e.g. something that is produced, such as a lesson plan) or may reflect the process of practice (e.g. guidelines on how to design lessons).
When these reifications are produced, their meaning is clear to the producers, because they are aware of both the practice and the reification that seeks to describe it.
It cannot just be ‘given’ because reifications emerge from practice, but they do not define it; the valorization of any model (e.g. as ‘good’ practice) must therefore be treated with caution.

 


Nevertheless, why are reifications necessary for sharing practice, particularly between practitioners from different contexts?
When this reification is passed on to others (whether as a model, a design tool or an account of ‘best

practice’) members of that new community must work to make it meaningful by constructing a link between the reification and their practice. In Wenger’s view, then, the meaning of any model is situated, arising from the way that particular communities attempt to appropriate them.

 

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This is me, Eugene Voorneman.

Week 24: Wenger (1998) Learning Architectures

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Personal Notes

The four dimensions, identified by Wenger, for design of learning

Participation and reification: participation and reification come as a pair. As a result, design cannot simply involve a choice between the two. One cannot assume that reification is unproblematically translated into practice, and participation is not necessarily coordinated enough to constitute a design.

Design for practice is always distributed between participation and reification – and its realization depends on how these two sides fit together.
The process of design involves decisions about how to distribute a design between participation and reification – what to reify, when, and with respect to what forms of participation; whom to involve, when, and with respect to what forms of reification.

 

The designed and the emergent: In a world that is not predictable, improvisation and innovation are more than desirable, they are essential.

Practice cannot be the result of design, but instead constitutes a response to design.

As a consequence, the challenge of design is not a matter of getting rid of the emergent, but rather of including it and making it an opportunity. It is to balance the benefits and costs of prescription and understand the trade-offs involved in specifying in advance.

When it comes to design for learning, more is not necessarily better. In this regard, a robust design always has an opportunistic side: it is always – in a sense to be defined carefully for each case – a minimalist design.

 

The local and the global: no practice is itself global. From this standpoint design will create relations, not between the global and the local, but among local­ities in their constitution of the global.

Designing for learning, therefore, cannot be based on a division of labor between learners and non-learners, between those who organize learning and those who realize it, or between those who create meaning and those who execute. It cannot be fully assumed by a separate man­agement, educational, or training community. Communities of practice are already involved in the design of their own learning because ulti­mately they will decide what they need to learn, what it takes to be a full participant, and how newcomers should be introduced into the com­munity (no matter what other training these newcomers receive else­where). Whenever a process, course, or system is being designed, it is thus essential to involve the affected communities of practice.


Every prac­tice is hostage to its own past and its own locality. In the process of or­ganizing its learning, a community must have access to other practices. Designing for learning always requires new connections among locali­ties, connections that do justice to the inherent knowledgeability of engagement in practice while at the same time recognizing its inherent locality.

This complex relation between the local and the global can be ex­pressed by the following paradox of design:
No community can fully design the learning of another. And at the same time: No community can fully design its own learning.
Design for learning must aim to combine different kinds of knowledgeability so they inform each other.

Identification and negotiability: design requires the power to influence the negotiation of meaning.
It must shape (or form) communities and economies of meaning.
Design is a stake in the ground, something on which to take a stand. In this regard, it is a proposal of identity:
1) it creates a focus for identification – and possibly for non-identification
2) it is a bid for ownership of meaning – and possibly for sharing this ownership.
Dilemma: Design creates fields of identification and negotiability that orient the practices and identities of those involved to various forms of participation and non-participation.
As a consequence, design can:
-  invite allegiance or be satisfied with mere compliance;
- it can thrive on participation or impose itself through non-participation.
- It can seek enough identification to focus energy on its realization;
- it may prefer to be less dependent on widely shared in-spiration.
- It may seek a realization by restricting negotiability and re-fusing to share the ownership of its meaning;
- or, on the contrary, it may endeavour to share this ownership and endow all involved with enough negotiability to decide how to participate in the process meaningfully.

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