Tag: George Siemens

  • Badges for online learning: gimmick or game-changer?

    Badges for online learning: gimmick or game-changer?

    As I’ve been thinking about building a MOOC for the 13.1 million Red Cross and Red Crescent volunteers, I’ve become increasingly interested in connectivism. One of the platforms I’ve discovered is called P2PU (“Peer To Peer University”), which draws heavily on connectivist ideas.

    Surprise: on P2PU there is a debate raging on about badges, of all things. I initially scoffed. I’ve seen badges on Khan Academy and have read that they are very popular with learners, but did not really seriously consider these badges to be anything more than gimmicks.

    It turns out that badges are serious learning tools, and that makes sense from a connectivist perspective. A white paper from the Mozilla Foundation summarizes why and how, drawing on an earlier paper from P2PU’s co-founder Philipp Schmidt.

    George Siemens’s (2005) connectivism theory of learning is said to go “beyond traditional theories of learning (such as behaviorism, cognitivism, and constructivism) to include technology as a core element”. So badges in this theory would use technology itself ot make connections between learners.

    First, it is claimed that badges can capture and translate learning across contexts, with more granularity (detail) than degrees or cumulative grades, with a badge for each specific skill or quality — and showing off progression over time as badges accumulate (like medals pinned to a soldier’s chest or a general’s stripes). Therefore badges could signal achievement and be matched to specific job requirements.

    Second, badges are meant to encourage and motivate “participation and learning outcomes”. They are feedback mechanism — both gateway and signpost — on a learning path, ie showing what can be learned and when, as in Khan Academy’s Google-style map going from basic addition to multivariate calculus. In addition, they can also cover or highlight informal or soft skills of the kind that formal education doesn’t account for. And, in fact, making new badges available can be done in real time, fast enough to keep up with the pace of the fastest-changing fields (like IT or web development).

    Third, badges are thought to formalize and enhance social connections, as they can be considered a mechanism to promote identity and reputation within a learning community. By doing so, badges may in fact foster community, bringing together peers to formalize teams or communities of practice.

    There’s quite a bit of enthusiasm online for badges as successors to pre-digital forms of accreditation and authority, like university diplomas and CVs. For example, Jacy Hood, director of College Open Textbooksdeclared in a blog comment:  ”We are optimistic that Mozilla Badges will become the new international educational currency/credentials and that traditional education institutions will recognize, accept, and award these badges.”

    Edutech blogger Mitchel Resnick explains that he is an increasingly lone voice to express skepticism about badges:

    I worry that students will focus on accumulating badges rather than making connections with the ideas and material associated with the badges – the same way that students too often focus on grades in a class rather than the material in the class, or the points in an educational game rather than the ideas in the game. Simply engaging students is not enough. They need to be engaged for the right reasons.

    For Resnick, it is the perception of a badge as a reward that throws back to behaviorist thinking:

    When we develop educational technologies and activities in my research group, we explicitly try to avoid anything that might be perceived as a reward – what Alfie Kohn characterizes as “Do this and you’ll get that.” Instead, we are constantly looking for ways to help young people build on their own interests, and providing them with opportunities to take on new roles.

    However, it really depents on the “Do this” component: what is the learner being asked to do? If it can be performed without engagement, then Resnick may be right. This implies that the reward component may not be the sole function of the badge itself but will depend on the activities required to obtain it.

    I started writing this as a badge skeptic. Yet, I’m already starting to think of additional benefits: in a visual online world, badges are visual indicators, rather than text on a screen. They can therefore mobilize visual symbols to trigger our cultural and emotional sensibilities, without requiring reading effort on our part. By looking a badge, we can recognize its shape, colors and design and identify its meaning. This is pretty powerful stuff for learning.

    What do you think?

  • Badges for online learning: gimmick or game-changer?

    As I’ve been thinking about building a MOOC for the 13.1 million Red Cross and Red Crescent volunteers, I’ve become increasingly interested in connectivism. One of the platforms I’ve discovered is called P2PU (“Peer To Peer University”), which draws heavily on connectivist ideas.

    Surprise: on P2PU there is a debate raging on about badges, of all things. I initially scoffed. I’ve seen badges on Khan Academy and have read that they are very popular with learners, but did not really seriously consider these badges to be anything more than gimmicks.

    It turns out that badges are serious learning tools, and that makes sense from a connectivist perspective. A white paper from the Mozilla Foundation summarizes why and how, drawing on an earlier paper from P2PU’s co-founder Philipp Schmidt.

    George Siemens’s (2005) connectivism theory of learning is said to go “beyond traditional theories of learning (such as behaviorism, cognitivism, and constructivism) to include technology as a core element”. So badges in this theory would use technology itself ot make connections between learners.

    First, it is claimed that badges can capture and translate learning across contexts, with more granularity (detail) than degrees or cumulative grades, with a badge for each specific skill or quality — and showing off progression over time as badges accumulate (like medals pinned to a soldier’s chest or a general’s stripes). Therefore badges could signal achievement and be matched to specific job requirements.

    Second, badges are meant to encourage and motivate “participation and learning outcomes”. They are feedback mechanism — both gateway and signpost — on a learning path, ie showing what can be learned and when, as in Khan Academy’s Google-style map going from basic addition to multivariate calculus. In addition, they can also cover or highlight informal or soft skills of the kind that formal education doesn’t account for. And, in fact, making new badges available can be done in real time, fast enough to keep up with the pace of the fastest-changing fields (like IT or web development).

    Third, badges are thought to formalize and enhance social connections, as they can be considered a mechanism to promote identity and reputation within a learning community. By doing so, badges may in fact foster community, bringing together peers to formalize teams or communities of practice.

    There’s quite a bit of enthusiasm online for badges as successors to pre-digital forms of accreditation and authority, like university diplomas and CVs. For example, Jacy Hood, director of College Open Textbooksdeclared in a blog comment:  ”We are optimistic that Mozilla Badges will become the new international educational currency/credentials and that traditional education institutions will recognize, accept, and award these badges.”

    Edutech blogger Mitchel Resnick explains that he is an increasingly lone voice to express skepticism about badges: 

    I worry that students will focus on accumulating badges rather than making connections with the ideas and material associated with the badges – the same way that students too often focus on grades in a class rather than the material in the class, or the points in an educational game rather than the ideas in the game. Simply engaging students is not enough. They need to be engaged for the right reasons.

    For Resnick, it is the perception of a badge as a reward that throws back to behaviorist thinking: 

    When we develop educational technologies and activities in my research group, we explicitly try to avoid anything that might be perceived as a reward – what Alfie Kohn characterizes as “Do this and you’ll get that.” Instead, we are constantly looking for ways to help young people build on their own interests, and providing them with opportunities to take on new roles. 

    However, it really depents on the “Do this” component: what is the learner being asked to do? If it can be performed without engagement, then Resnick may be right. This implies that the reward component may not be the sole function of the badge itself but will depend on the activities required to obtain it.

    I started writing this as a badge skeptic. Yet, I’m already starting to think of additional benefits: in a visual online world, badges are visual indicators, rather than text on a screen. They can therefore mobilize visual symbols to trigger our cultural and emotional sensibilities, without requiring reading effort on our part. By looking a badge, we can recognize its shape, colors and design and identify its meaning. This is pretty powerful stuff for learning.

    What do you think?

  • A few of my favorite excerpts from George Siemens’s Knowing Knowledge (2006)

    A few of my favorite excerpts from George Siemens’s Knowing Knowledge (2006)

    My own practice (and no doubt yours) has been shaped by many different learning theorists. George Siemens, for me, stands out articulating what I felt but did not know how to express about the changing nature of knowledge in the Digital Age. Below I’ve compiled a few of my favorite excerpts from his book Knowing Knowledge, published in 2006, two years before he taught the first Massive Open Online Course (MOOC) with Alec Couros and Stephen Downes.

    Learning has many dimensions. No one model or definition will fit every situation. CONTEXT IS CENTRAL. Learning is a peer to knowledge. To learn is to come to know. To know is to have learned. We seek knowledge so that we can make sense. Knowledge today requires a shift from cognitive processing to pattern recognition.

    Figure 5 Knowledge types

    Construction, while a useful metaphor, fails to align with our growing understanding that our mind is a connection-creating structure. We do not always construct (which is high cognitive load), but we do constantly connect.

    We learn foundational elements through courses…but we innovate through our own learning.

    Figure 17 Learning and knowledge domains

    The changing nature of knowledge

    The Achilles heel of existing theories rests in the pace of knowledge growth. All existing theories place processing (or interpretation) of knowledge on the individual doing the learning. This model works well if the knowledge flow is moderate. A constructivist view of learning, for example, suggests that we process, interpret, and derive personal meaning from different information formats. What happens, however, when knowledge is more of a deluge than a trickle? What happens when knowledge flows too fast for processing or interpreting?

    Figure 23 Knowledge as process, not product

    Knowledge has broken free from its moorings, its shackles. Those, like Francis Bacon, who equate knowledge with power, find that the masses are flooding the pools and reservoirs of the elite. […] The filters, gatekeepers, and organizers are awakening to a sea of change that leaves them adrift, clinging to their old methods of creating, controlling, and distributing knowledge. […] Left in the wake of cataclysmic change are the knowledge creation and holding structures of the past. The ideologies and philosophies of reality and knowing—battle spaces of thought and theory for the last several millennia—have fallen as guides.

    Libraries, schools, businesses—engines of productivity and society—are stretching under the heavy burden of change. New epistemological and ontological theories are being formed, as we will discuss shortly with connective knowledge. These changes do not wash away previous definitions of knowledge, but instead serve as the fertile top of multiple soil layers. […]

    Or consider email in its earlier days—many printed out a paper copy of emails, at least the important ones, and filed them in a file cabinet. Today we are beginning to see a shift with email products that archive and make email searchable and allow individuals to apply metadata at point of use (tagging).

    Knowledge has to be accessible at the point of need. Container-views of knowledge, artificially demarcated (courses, modules) for communication, are restrictive for this type of flow and easy-access learning.

    Everything is going digital. The end user is gaining control, elements are decentralizing, connections are being formed between formerly disparate resources and fields of information, and everything seems to be speeding up.

    “Know where” and “know who” are more important today that knowing what and how.

    Figure 16 Know Where

    Once flow becomes too rapid and complex, we need a model that allows individuals to learn and function in spite of the pace and flow.

    We need to separate the learner from the knowledge they hold. It is not really as absurd as it sounds. Consider the tools and processes we currently use for learning. Courses are static, textbooks are written years before actual use, classrooms are available at set times, and so on.

    The underlying assumption of corporate training and higher education centers on the notion that the world has not really changed.

    But it has. Employees cannot stay current by taking a course periodically. Content distribution models (books and courses) cannot keep pace with information and knowledge growth. Problems are becoming so complex that they cannot be contained in the mind of one individual—problems are held in a distributed manner across networks, with each node holding a part of the entire puzzle. Employees require the ability to rapidly form connections with other specialized nodes (people or knowledge objects). Rapidly creating connections with others results in a more holistic view of the problem or opportunity, a key requirement for decision making and action in a complex environment.

    How do we separate the learner from the knowledge? By focusing not on the content they need to know (content changes constantly and requires continual updating), but on the connections to nodes which continually filter and update content.

    Here is what the connectivism implementation cycle looks like as a mind map. (Click on the image to download the PDF).

    Connectivism implementation cycle (George Siemens, 2006)

    Source: George Siemens, Knowing Knowledge (2006).

    Image: TEDxNYED