xMOOC vs. cMOOC - MOOC Pedagogy - Degree of …

Learning is the act of gaining knowledge through study, instruction or experience.

Learning with a MOOC vs. Learning on an LMS | …

With stints in the workplace, young people can begin to build their own networks to make use of in the future. But to capitalise on the experience, a young person braving an office or work site for the first time needs to know how to prepare and how to use and learn from the experience.

Work experience is the ideal learning opportunity for young people, and it can kick-start a career. Experts say the key is to show enthusiasm

01/11/2014 · Awesome article on MOOC vs LMS learning

It could be argued that the notion of the learning organization provides managers and others with a picture of how things could be within an organization. Along the way, writers like Peter Senge introduce a number of interesting dimensions that could be personally developmental, and that could increase organizational effectiveness – especially where the enterprise is firmly rooted in the ‘knowledge economy. However, as we have seen, there are a number of shortcomings to the model – it is theoretically underpowered and there is some question as to whether the vision can be realized within the sorts of dynamics that exist within and between organizations in a globalized capitalist economy. It might well be that ‘the concept is being oversold as a near-universal remedy for a wide variety of organizational problems’ (Kuchinke 1995 quoted in Kerka 1995).

Based on their study of attempts to reform the Swiss Postal Service, Matthias Finger and Silvia B?rgin Brand (1999) provide us with a useful listing of more important shortcomings of the learning organization concept. They conclude that it is not possible to transform a bureaucratic organization by learning initiatives alone. They believe that by referring to the notion of the learning organization it was possible to make change less threatening and more acceptable to participants. ‘However, individual and collective learning which has undoubtedly taken place has not really been connected to organizational change and transformation’ (: 146). Part of the issue, they suggest, is to do with the concept of the learning organization itself. They argue the following points. The concept of the learning organization:

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Argyris has claimed that just about all the participants in his studies operated from theories-in-use or values consistent with Model I (Argyris et al. 1985: 89). It involves ‘making inferences about another person’s behaviour without checking whether they are valid and advocating one’s own views abstractly without explaining or illustrating one’s reasoning’ (Edmondson and Moingeon 1999:161). The theories-in-use are shaped by an implicit disposition to winning (and to avoid embarrassment). The primary action strategy looks to the unilateral control of the environment and task plus the unilateral protection of self and others. As such Model I leads to often deeply entrenched defensive routines (Argyris 1990; 1993) – and these can operate at individual, group and organizational levels. Exposing actions, thoughts and feelings can make people vulnerable to the reaction of others. However, the assertion that Model I is predominantly defensive has a further consequence:

Learning Web Design: Self Taught vs. a Formal Education

The next step that Argyris and Schön take is to set up two models that describe features of theories-in-use that either inhibit or enhance double-loop learning. The belief is that all people utilize a common theory-in-use in problematic situations. This they describe as Model I – and it can be said to inhibit double-loop learning. Model II is where the governing values associated with theories-in-use enhance double-loop learning.

Learning Web Design: Self Taught vs

This expanded edition of How People Learn is the result of the work of two committees of the Commission on Behavioral and Social Sciences and Education of the National Research Council (NRC). The original volume, published in April 1999, was the product of a 2-year study conducted by the Committee on Developments in the Science of Learning. Following its publication, a second NRC committee, the Committee on Learning Research and Educational Practice, was formed to carry that volume an essential step further by exploring the critical issue of how better to link the findings of research on the science of learning to actual practice in the classroom. The results of that effort were captured in How People Learn: Bridging Research and Practice, published in June 1999. The present volume draws on that report to expand on the findings, conclusions, and research agenda presented in the original volume.

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[…] to see how it goes. But with what I have been experiencing so far, I agree with the points that Degree Of Freedom makes while correlating the two MOOCs as personal learning […]