Search results

This chapter describes two change efforts involving participatory action research within the pharmacy operations division of Kaiser Permanente. Focus is on a parallel learning mechanism that has been used to support communications and change during two large-scale information technology interventions. It begins with basic background information on participatory action research in organizations. Since the case setting is Kaiser Permanente, the chapter provides some information on the U.S. healthcare industry context and then shifts to Kaiser’s communication forum, a learning mechanism that has been in place for 35 years. Cognitive, structural, and procedural aspects of the learning mechanism are explored, and the chapter features interviews with some of the key forum players. Both in the forum’s infancy and in its current more institutionalized state, the pharmacy organization has been in crisis. Implications for the use of parallel learning structures on a long-term basis to support long-term participatory action research are explored along with contributions to theory on insider/outsider action research.

This chapter outlines potential steps to take in designing active learning experiences based on several theories underlying the learning process. The chapter examines theories of learning and instruction including information processing, schema acquisition, and cognitive load theory. Next follows an explanation of how these theories support problem-centered learning as well as a rationale for the need to help learners develop domain-general, flexible problem-solving skills that will transfer to future needs and contexts. The second half of the chapter focuses on designing active learning experiences based on the selection of real-world problems as the foundation for learning, activating prior knowledge, demonstration of the process or concept, multiple opportunities for practice with relevant scaffolding, and the chance to integrate that knowledge into the learners’ own context based on M. D. Merrill’s (2002) First Principles of Instruction. Examples of assessments, strategies, and activities to foster active, problem-centered learning drawn from the literature are also provided.

Innovation competence has become an essential requirement for technology-based organizations to survive in the new economy. Commitment to long-term objectives and learning are considered as indispensable for building innovation competence. Communication networks play a crucial role in both these aspects. In this context management faces the question of how the characteristics as well as the contents of communication present in the network will influence the innovation competence. In this paper a literature study is done to present an understanding of the relationships between communication networks and innovation competence. The paper proposes that the characteristics of communication (frequency, diversity, and centrality) along with the content of communication (shared vision, shared task knowledge, and shared social knowledge) significantly affect the elements necessary to build technological innovation.

As educators seek ways to enhance student motivation and improve achievement, promising advances are being made in adaptive approaches to instruction. Learning technologies are emerging that promote a high level of personalization of the learning experience. One type of personalization is context personalization, in which instruction is presented in the context of learners’ individual interests in areas like sports, music, and video games. Personalized contexts may elicit situational interest, which can in turn spur motivational and metacognitive states like positive affect and focused attention. Personalized contexts may also allow for concepts to become grounded in prior knowledge by fostering connections to everyday activity. In this Chapter, we discuss the theoretical, design, and implementation issues to consider when creating interventions that utilize context personalization to enhance motivation.

First, we provide an overview of context personalization as an instructional principle and outline the emerging evidence that personalization can enhance motivation and improve achievement. We then discuss the theory hypothesized to account for the effectiveness of context personalization and discuss the approaches to personalization interventions. We close by discussing some of the practical issues to consider when bridging the design and implementation of personalization interventions. Throughout the paper, we anchor our discussion to our own research which focuses on the use of context personalization in middle and high school mathematics.

The theoretical mechanisms through which context personalization enhances learning may include (1) eliciting positive affective reactions to the instruction, (2) fostering feelings of value for the instructional content through connections to valued personal interests, or (3) drawing upon prior funds of knowledge of the topic. We provide hypotheses for the relatedness of context personalization to triggering and maintaining situational interest, and explore potential drawbacks of personalization, considering research on seductive details, desirable difficulties, and authenticity of connections to prior knowledge. We further examine four approaches to personalized learning – “fill-in-the-blank” personalization, matching instruction to individual topic interests, group-level personalization, and utility-value interventions. These approaches vary in terms of the depth of the personalization – whether simple, shallow connections are made to interest topics, or deep, meaningful connections are made to learners’ actual experiences. The consideration of depth also interacts with grain size – whether content is personalized based on the broader interests of a group, or the individual experiences of a particular learner. And finally, personalization interventions can have different levels of ownership – an instructor can generate the personalized connections, the connections can be made by the curriculum designers, or learners can take an active role in personalizing their own learning. Finally, we discuss the practical implementation issues when bringing context personalization interventions into K-12 classrooms. Personalization can be logistically difficult to implement, given that learners hold a diverse array of interests, and may experience each of those interests differently. In addition, particular types of instructional content may show greater sensitivity when personalization is implemented, and personalization may be most helpful for learners with certain background characteristics.

Realizing the promise of personalized learning is an unsolved problem in education whose solution becomes ever more critical as we confront a new digital age. Context personalization has the potential to bring together several well-established strands of research on improving student learning – research on the development of interest, funds of knowledge, and utility value – into one powerful intervention.

Engaging students in an active, self-directed approach to learning about leadership is best accomplished through personalized self-awareness, reflection, and connection to real-time, practical applications/examples through experiential learning. This is especially challenging for students whose cultural backgrounds, language, and/or educational preparation/training predispose them to more passively “receive knowledge” in an unquestioning, unexamined manner, without critical thinking. At the University of Greenwich Business School, a final year course has been re-imagined as personalized leadership development integrated with learning technology. Our teaching team is taking advantage of an interactive virtual simulation (vLeader) to engage Chinese students who otherwise might not participate fully in the expected manner of a Westernized learning environment. This chapter outlines our integrated approach to support and engage these students in learning outcomes for continuing success in their lives, careers, and leadership opportunities.

Purpose – To provide pre-service and in-service teachers with a framework for using formative assessments to inform their literacy instructional practices.

Design/methodology/approach – Assessment as inquiry is a cyclical problem-solving stance that can be applied to instructional decision making in the classroom.

Findings – Teachers are urged to keep six design features in mind when creating formative assessments and analyzing the data gathered from them.

Practical Implications – This chapter is a helpful resource for teachers when evaluating their uses and analysis of classroom literacy assessments.

Originality/value – Teachers who apply the information in the chapter will gain a deeper understanding of each student's developing levels of literacy knowledge, skills, strategies, and dispositions. This information will facilitate a teacher's ability to better meet the needs of all students in his or her classroom.

In light of advances in the theory of cognition (Anderson, 1996, 2000; Anderson & Fincham, 1994; Anderson & Lebiere, 1998) and research on learning from worked examples (Atkinson et al., 2000; Cooper & Sweller, 1987; Sweller & Cooper, 1985), this study extends earlier research findings that auditors need practice and certain kinds of feedback to acquire procedural knowledge to identify causes of variations between expected and actual financial ratios. We test an alternative form of instruction: worked examples. As predicted by Anderson's ACT-R 4.0 theory, the results indicate individuals’ pre-test declarative knowledge interacts significantly with learning method (with or without examples) on procedural knowledge acquisition. In contrast to prior findings, this study shows that improvements in auditing procedural knowledge can be achieved by passive instruction in worked examples, a potentially more efficient (cost-effective) method than practice and feedback for auditor training.

An educator’s goal is to create experiences that provide students with opportunities to learn. This goal is the same whether the opportunities are presented face-to-face, fully online or hybrid formats in both formal and informal educational settings. All of the examples presented in this chapter come from experiences in a R1 university, however, the information presented is just as valid in any educational setting. For more than a decade, the authors have used knowledge checking to help students test their understanding of the content whether it is using clickers in large-enrollment lectures or embedding questions directly into the course content online. Knowledge-checks and other types of low-stakes quizzing are examples of a learning strategy called retrieval practice. This chapter briefly reviews the rich history of retrieval practice and what the research says about it, mainly that students benefit when they take time as they learn to practice retrieving stored information (Roediger & Butler, 2011). Examples from current courses as well as a fictional case study illustrate how retrieval practice can be used in online courses to keep students engaged and give them opportunities to practice retrieving information that they have learned.

Good pedagogy is good pedagogy whether being taught in a traditional brick and mortar building, fully online using a course management system or leveraging the best of both formats using a hybrid model. Retrieval practice is an example of this. In this chapter, the authors will provide a brief history and literature review on retrieval practice. Following our literature review, the authors provide examples of how different retrieval practice options have been incorporated into the online courses they design at Penn State, as well as a case example of a course redesigned with retrieval practice in mind.

Project ventures are an increasingly prevalent organizational form in many industries. The management literature has stressed their flexibility and adaptability advantages. This chapter focuses on the learning implications of the source of flexibility most essential to project ventures: the ability to switch partners during project formation and execution. This partnering flexibility creates opportunities to respond to new knowledge about characteristics of project tasks and project partners. Partnering flexibility, however, also creates learning challenges. The short-term nature of relationships between project partners and the disintegration of the project team after project completion challenges the accumulation and transfer of knowledge to future projects. Beyond the introduction of related learning opportunities and challenges, we identify potential contingency factors in the project context that shape when partner flexibility will have beneficial versus harmful effects. On the organizational level, we propose that project-governing permanent organizations can support project-venture learning. On the industry level, we highlight potential learning benefits of standardized partner roles and coordination practices. Thus, our chapter introduces a multilevel contingency framework for the evaluation of both learning opportunities and challenges of partnering flexibility in project-venture settings. We formulate testable propositions focused on partner-project fit and project performance.

A work system may be said to exhibit social sustainability if it utilizes its human, social, economic, and ecological resources with responsibility. This entails using these resources in a non-exploitive way, regenerating them, and paying due attention to the needs and ambitions of its stakeholders in the short- and long-term. For most presently existing organizations attaining and maintaining sustainability requires a midcourse correction, a transformation process. This chapter reviews the main concepts regarding sustainability and previous research of organizational development in this context. It presents a four-phase model for this transformation process and illustrates the model's application in four different contexts. The results are discussed and directions for further research are presented.