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Connected Weller

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Edited by Jonathan Vernon, Thursday, 27 Feb 2014, 18:46

I'll fix this link to the image when ai can get behind a machine that supports whatever has happened to this blogging platform. The HTML functionality no longer permits cutting and pasting a link to an image stored elsewhere. It is an iPad or the new IOS software or the new OU coding that is causing the problem.

 

<br /><br /><a href="http://mymindbursts.files.wordpress.com/2013/10/20131002-203503.jpg"><img src="http://mymindbursts.files.wordpress.com/2013/10/20131002-203503.jpg" alt="20131002-203503.jpg" class="alignnone size-full" /></a>

 

A mashup with a screengrab from Martin Weller's book 'The Digital Scholar'. This uses an App called Studio from which I may have been expected or to which I am supposed to provide a link. As I screengrab then crop from the App so that I can 'publish' the way Iike now what? 

 

The nature of relationships in a connected world do matter while the difference between face to face and online may be tangential. Whilst I feel I make new acquaintences online, of more interest  is how I have been able to pick up very old friendships  - even reconnecting with a Frenchman with whom I went on an exchange visit in 1978! 

 

I wonder about the 150 connections given as a figure that can be maintained  - this depends very much on the person and their role. Even when I collected people for the joy of it as an undergraduate I doubt I could muster more than 70 I felt I knew something about and could care for, whilst my father in law, a well respected, influential and even loved university tutor has, in his eighties several hundred contacts - former students on whom he had an impact as an educator. So, the person and their role will have more to do with this 'connectedness', which comes with a price, My father in law saw/sees himself as an educator who put sugnificantly more time than his contemparies into the students rather than research.

I'd like therefore to see 'digital scholarship' associated with educators not simply for what they publish - collaboratively or otherwise, but by the 'quality' and 'validity' of the students they mentor, suoervise, inspire and motivate - made all the more possible because of the extraordinary tools we now have at our fingertips.

 

Reference

 

Weller, M (2011) The Digital Scholar. @4% or Kindle Location 199

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Design Museum

B822 BK 2 C6 Precepts

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Edited by Jonathan Vernon, Friday, 21 Feb 2014, 17:26

B822 BK 2 C6 Precepts

Especially actions that DISCOURAGE speculation/creativity Henry (2010:93)

Curiosity

Charles Handy (1991) Creativity in Mangement, Radio 1, B822

Forgiveness

Charles Handy (1991)

Love

Charles Handy (1991)

A sense of direction

Schon, D.A. (1983) The Reflective Practioner

Some ‘Set Breakers’ Henry (2010:96)

1. Develop broad background experience and many interests

2. Find and challenge your own blind spots

3. Explore many different perspectives

4. Challenge yourself

5. Develop good browsing facilities

6. Change techniques or different mental modes

7. Seek out people with other points of view

8. In a group

Relevance bias

 

1. Dry Run

2. Quota of alternatives

3. Inverse optional question

4. Checklist of transformations

5. Reverse the problem

6. Boundary relaxation

7. What difference?

8. Get several people to try it

9. Deep questioning

10. Challenge

11. Fresh eye

6.4 Value of Play

1. Play is key to learning activity

2. The objects of play are both objective and subjective

3. The ability of play helps create the sense of independence.

4. Play offers a protected area of illusion

5. Plays is a way of managing unfulfilled need.

6. Play can lead to a particular state of mind.

7. Play breaks down outside certain emotional limits.

8. Shared play builds relationships

A. Choice of Setting

B. Choice of team members

C. Climate to aim for

D. Don’t demystify

E. Management of coping mechanisms

F. An aid to team building

 

McCaskey (1988)

· Problem finding (experience)

· Map building

· Janusian Thinking

· Controlling and not controlling

· Using domain and direction

· Planning rather than goal-directed planning

· Humour that oils

· Charisma

· Using ad hoc structures such as task force and project teams

· Using a core group embedded in a network of contracts and information

· ‘Turbulence management’

N.B. Creativity needs space vs. time pressure, interruption

· Create Space

6.8 involve others

The more participants you have, the more ideas you get.

‘Successfully creative people are often deeply committed to a particular domain, that has strong internal significance to them, and they focus very firmly on particular goals’. (e.g. Tessa Ross, Lionel Wigram, William Hague)

'Passion and persistence can motivate sustained work; attract the loyalty of helpers; create awareness of you and your project in people who have relevant resources; and reassure those who need to take risks on your behalf.’ Henry (2010:114)

CATWOE p115

  • Blind chance
  • Wide-ranging exploration
  • The prepared mind
  • Individualised Action

6.12 Manage the Process Henry (2010:1113)

· Get the parameters right

· Record

· Sustain pace and energy

· Develop trust

· Keep the experience positive

· Plan

· Do – analyse either side and separately

· What?

· Why?

Learn from experience of others

  • Experiment

REFERENCE

Adams, J.L. (1987) Chase, Chance and Creativity: The Lucky Art of Novelty; New York; Columbia University Press.

Austin, J.H. (1978) Chase, Chance and Creativity: The Lucky Art of Novelty: New York: Columbia University Press.

McCaskey, M.B. (1988) ‘The challenge of managing ambiguity’, in Pondy, L.R, Boland, R.J and Thomas, H (eds) Managing Ambiguity and Change, new York, pp 2-11

Schon, A.A. (1983) The Reflective Practioner: How Professionals think in Action, London: Temple Smith

Wetherall, A. and Nunamaker, J (1999) Getting Results from Electronic Meetings

Winnicott, D.W (1972) Playing and Reality. Harmondsworth (1983) Davis, M and Wallbridge, D (1983) Boundary and Space: An Introduction to the Work of D.W. Winnicott. Harmondsorth.

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