Does institutional education have to be boring?

I started asking myself this question in high school, continued to ask it in undergrad and here I am still wondering about it. Does a process of learning always have to produce some suffering? Must every learning journey include a path that we need to follow but don’t really want to take? If that is so, why does it often feel like there is more suffering than joy in institutional education?
     It is certainly unfair to place the responsibility onto the education system only. If I rephrase the question as “Why am I often bored?”, it points to a certain lack within me. I am responsible to some degree for what’s happening within me. I am flawed in many ways and it might just be another flaw of mine. But why can’t I stop myself from reading an interesting book till 3 am knowing that I am stealing time from sleep and that I will hate myself at 7 am for doing so when I have to get up and go to work. Perhaps, it is no one’s fault. There is just a gap between an individual and an institution. Is it possible to close that gap?
    Can video-based learning help close the gap or at least make it sufficiently narrow? We chose VBL as a team because all four of us find this medium engaging. While reading research papers related to VBL, it immediately struck me how many researchers suggest that there is an ideal video length when it comes to generating and maintaining student engagement. The general consensus is to keep it short. For example, Brame recommends making video lessons around 6 minutes long. Her rationale is that it manages intrinsic load and “it may decrease mind wandering” (2016, p. 3). Intrinsic cognitive load is the effort associated with a specific topic (“Cognitive load”, 2021). Did you interpret it as I did?
   So we need to create short videos because the content might require so much mental effort to understand it and it might be so boring unengaging that people can only handle 5-7 minutes of it. Am I the only one who is bothered by this? As a team, we chose the LinkedIn learning course, which follows the short video strategy. The content was not difficult to understand, but it did make my mind wander.
I went to Youtube instead and watched an extremely interesting lecture on psychoanalysis. It was 45 minutes long. While I occasionally watch short Youtube videos with a zero cognitive load such as music videos, cats fighting, drunken car accidents in Russia, I prefer long educational videos. Chess grandmasters teaching end game strategy, comedians teaching the art of creating a joke or a funny story, parenting experts teaching how to manage children’s difficult behaviours. A few days ago I watched a 2.5-hour episode of Joe Rogan’s podcast when a physicist Brian Greene came on as a guest and talked about black holes among other things.
I am sure that you all have your own curiosities that you are passionate about and can spend hours watching videos on the subject. Many of you are passionate about teaching.  Don’t you wish that video-based learning you encounter in institutional education was as engaging and as interesting as your favourite documentaries or educational Youtube videos you watch in your own spare time? Can you imagine watching hours of videos in this program and enjoying them? What would it take for that to happen? Is it really that naive to dream about a day when schools, colleges and universities provide video-based learning as engaging as Youtube? Does institutional education have to be boring?

 

References

Brame, C. J. (2016). Effective educational videos: Principles and guidelines for maximizing student learning from video content. CBE—Life Sciences Education15(4), es6. https://doi.org/10.1187/cbe.16-03-0125

Cognitive load. (2021, March 25). In Wikipedia. https://en.wikipedia.org/wiki/Cognitive_load

 

 

 

 

 

 

Unit 4, Activity 3 | Final Reflections

When I entered into the MALAT program, I hoped that it would help me transition from a career in social services to education. I wanted to become an instructor, so I was happy to get an opportunity to collaborate with other instructors and learn from them. What I learned over the year is that the academic environment and its structure are not the right fit for me. This course and the final project were the last nails in the coffin of my idea to become an instructor. While writing this project plan I kept asking myself why is it such a struggle for me? Sure, English is not my first language, so that is one obvious obstacle, but not the biggest one. Even when I speak Ukrainian I tend to use an informal lexicon and shy away from academic/formal language. When I speak English, the need to use a formal/academic language slows down my brain to an unacceptable degree. I also do not think like instructors do(this has become apparent after doing numerous team assignments and talking to other students in a MALAT discord chat). Some people say that academic writing is just like any skill that you can master over time, but writing assignments like the final one we just did, reminds me of how the formal/academic language is sucking the life out of my soul. It is the reason why I am never happy with the final result. I perceive it as just hideous because there is no life in it. It’s dead but forced to live like Frankenstein.
And yet this realization does not feel like a disaster. I still want to be an educator, but perhaps, my path lies outside of academia or the traditional education system such as school. Someplace that is less structured and less cultured. Somewhere where I can speak simply to people who appreciate simple language and don’t mind me swearing once in a while. I might have to stay in community services because I feel like my flaws are often seen as gifts here.
At the same time, I really appreciate all the concepts I learned in this course and this program. Even though I do not see myself as an active agent of change or a leader, I want to be useful to leaders as an educator or an expert, so learning about different leadership styles and project management was great. I feel like now I can offer a critical eye if I am asked. This course has once again confirmed my suspicions that the quality of anything I produce is directly related to how passionate I am about it. Looks like writing plans, proposal and policies does not consume my soul. There must be another way to support change. And hopefully, there is always a place for a passive supporter of change within an organization.

Unit 3, activity 2

     The Youth Transitioning program is dedicated to helping at-risk youth successfully transition to adulthood. Success is defined as the presence of positive outcomes such as independence, having a social network, life skills and goals, and the absence of negative outcomes such as homelessness, addiction, self-destructive behaviours and criminal activity. These outcomes are tracked through online reporting, which is a part of a database of past and current clients. Before, the daily reporting was not goal-based. It was calendar-based. “On December 14 at 5 pm, I met with J.W. and did this, talked about that”. Every 3 months a paper report of goal progress had to be completed, scanned and uploaded into the system. It was problematic for anyone outside of the program to assess its effectiveness. Imagine having to read hundreds, if not thousands of these individual or quarterly reports in any given year. This issue was supposed to be solved by a modification to the online database which would allow submitting goal-based reports. For example, you could create a goal “Get a driver’s license” or “Graduate from high school” and then either close it once it is completed or mark it as incomplete when the youth turns 19 and leaves the program. You could also generate a report of all complete or incomplete goals for individuals or all youth in the program. Sounds amazing, right? It was announced in advance and it took a while before it was done by a 3rd party software development company. The management clearly communicated the goal to make this change and help everyone adapt to it. I loved it and switched to it immediately following a training session. It was beneficial not just to our management and the government agency overseeing our non-profit company, but also to us, employees because it was a more efficient way to track progress. And yet many of my colleagues who were too used to the old system struggled with this change. More training sessions were offered. The management was patient and supportive. I think the planning and implementation were going well until it came to managing stakeholders. Which dragged on for months until three distinct groups appeared: those who completely switched to the new system, those who continued to use the old system and those who created their own mix of the two. I was just hired to work for another program within the same company, which has a different manager and it was revealed during the interview that they also use the same database, but no one switched to a new system. What were the barriers? I am not familiar with the new program yet, but I agree with Watt that “key stakeholders can make or break the success of a project. Even if all the deliverables are met and the objectives are satisfied, if your key stakeholders aren’t happy, nobody’s happy.” (2014, p. 42). It seems that not enough key stakeholders supported the change and those who supported it, did not push for it hard enough. In the end, it seemed that everyone in the Youth Transitioning program (me included) was happy with the outcome. Is this not a win-win solution? Although, I can imagine that the initiator of this change, someone either higher up or outside of the organization, would not classify it as a success. What would it take for the project to be fully implemented? Perhaps, it required several autocratic leaders (p.114) at various levels. It’s not the leadership style I prefer and I actively avoid working where it is employed, but if the change is required to be adopted and it is arguably a positive change, then perhaps the people within the organization should not be given a choice to ignore it. 

References

Watt, A. (2014). Project managementhttps://opentextbc.ca/projectmanagement/

Managing Change for Learning in Digital Environments

      In March 2020 a Youth Services department, where I worked at the time, switched to working from home. 90% of my job had nothing to do with education, I was a Youth Counsellor. I was also helping run a Life Skills program as a facilitator for a group of teenagers. Its purpose was to educate youth that was struggling with transitioning to adulthood. We were covering a variety of topics, from mental health and job search to budgeting and filing taxes. All of the educational materials existed on paper only. One week we were meeting in person, then the next week we started meeting through Zoom. Nothing else has changed. In June I left the company. Last week, I received a call from my former manager who asked me if I am interested in helping to create an online curriculum for a Life Skills program. She remembered that I was studying instructional design and thought we might be useful to each other. I am not sure what lessons I can take away about introducing rapid change. All I have is questions, such as why now? What, using the term from Lewin’s model of change, led to this unfreeze? Was there a reassessment of “whether the organization has the human, financial, material, and informational resources necessary to implement the change well?”(Weiner, 2009, p. 4) Regardless of which change management method is being used by the leadership, it is clearly on step 1 at the moment. 
As I have never been an agent of change in a digital learning environment, I don’t have my own approach yet. Although while reading about the various model of changes, I noticed that some of them, such as the ERA (evaluation, re-evaluation, and action) method, are customer-oriented and others, such as Lean Thinking, are more organization-oriented. It seems to be an important distinction because in non-profit organizations changes are rarely driven by customers. It might just be my cynical view based on experience but non-profits have no incentive to adapt to customers’ needs when customers don’t pay for services. Changes are usually attached to new funding and either come from newly introduced government policies or from newly written grant proposals that aim to capitalize on a fresh approach to an old problem.
Most change methods seem to require a leadership role to execute them. Since it is unlikely that I will be given any authority, I wonder how useful it is to develop my own approach before I learn about how limited the resources are, what the timeline of this project is, how much influence will I have and so on.
      What role does leadership play in managing change?
While Antwi & Kale suggest that “there are clear limitations to managerial action in making change”(2014, p. 8), they do play a role of a “Change Implementer” as defined by Kanter’s “Big Three” Model of Organizational Change (2003).
Biech (2007) provides a great list of responsibilities for the leader

Develops the vision
Provides input to the business case (probably irrelevant in non-profit )
Establishes a sense of urgency (good for the organization, not always good for the team)
Shows credible and unwavering commitment
Displays endorsement in actions and words
Responds to emerging issues
Directs the change implementation team
Communicates the vision constantly
Supports actions addressing reactions
Approves metrics
Holds others accountable to attain metrics
Delivers implementation plan
Holds others accountable to implement
Supports practices to institutionalize change
Implements rewards and consequences 
(if i assume an unpaid role, what consequences can i suffer?)
Stays the course
Removes barriers in the system (i love this one the most)

References

Antwi, M., & Kale, M. (2014). Change management in healthcare: Literature reviewhttps://smith.queensu.ca/centres/monieson/knowledge_articles/files/Change%20Management%20in%20Healthcare%20-%20Lit%20Review%20-%20AP%20FINAL.pdf

Biech, E. (2007). Thriving through change: A leader’s practical guide to change mastery. American Society for Training and Development. https://royalroads.skillport.com/skillportfe/assetSummaryPage.action?assetid=RW$1544:_ss_book:22651

Kanter, R. M. (2003). Challenge of organizational change: How companies experience it and leaders guide it. Simon & Schuster.

Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science4(1). https://doi.org/10.1186/1748-5908-4-67



What are the most important attributes of a leader?

It depends on who is answering. Team activity 2 has shown that every follower has their own perspective and what’s interesting is that the leaders of our hypothetical leader could have a completely opposite perspective. While reading about different leadership styles, I found an article in which Mishra et al. claims that “though micromanagement leadership style is considered as a negative way of handling people and has earned a bad reputation, it can yield better positive outcomes if it is exhibited in a right manner in right time”(2019, p. 2950). Of course, this claim is not that shocking once you consider the title of the article “Micromanagement: An Employers’ Perspective”.
Looking back on my teenage years and most of my 20’s, I have defined a great leader by what they don’t do, rather than what they do. This is likely due to me not having a clearly defined value system yet and working at the bottom of a social hierarchy, where leadership skills are practically non-existent.  If I had to answer this question back then, I would have said my top 3 are:

  • does not yell and swear at me
  • does not micromanage
  • does not threaten to fire me

After I graduated from university and entered the field of social work I noticed that transactional leadership was the norm for most entry-level positions. I was content with “the exchange of rewards contingent on performance”(Khan, 2017, p. 179) because it felt like an upgrade.

In the last 5 years, I had several managers within the same organization, whose style I would describe as a mixture of adaptive and distributed leadership. They were flexible and delegated most of the decision-making, which I loved from day one.  My rankings in activity 2 is a reflection of that experience. Even though I had to compromise somewhat to come to a consensus within our team, our rankings still reflect my experience for the most part. I truly thought it does not get better than that.

Until I read about Value-Based Leadership, which lacks a precise definition but according to O’Toole “a true values-based leader is always to act on the behalf of one’s followers”(2008, p. 7).  Now, this is the approach of a leader I would admire, but how realistic is it? Can leaders like this even exist? The needs of employees rarely align 100% with the needs of an organization, which begs the question – how long will a leader, who always acts on the behalf of followers, last in an organization if he constantly goes against its needs?

References

Khan, N. (2017). Adaptive or transactional leadership in current higher education: A brief comparison. The International Review of Research in Open and Distributed Learning18(3). https://doi.org/10.19173/irrodl.v18i3.3294

Mishra, N., Rajkumar, M., & Mishra, R. (2019). Micromanagement: An Employers’ Perspective. International Journal of Scientific & Technology8(10), 2949-2952. http://www.ijstr.org/final-print/oct2019/Micromanagement-An-Employers-Perspective.pdf

O’Toole, J. (2008). Notes Toward a Definition of Values-Based Leadership. The Journal of Value-Based Leadership1(1), 1-10. https://scholar.valpo.edu/jvbl/vol1/iss1/10/

Unit 2, Passivity #1

    I find the reflections of others on design practice depressing and encouraging at the same. I am not working at the moment and don’t have much to examine. All I can do is passively absorb the experience of fellow MALAT students. Jean-Pierre mentioned Freedcamp, never used it before but seems like a pretty good project management software. Mike mentioned transformational leadership which I had to google, a very interesting theory, it is too bad I don’t fit the profile as it takes certain personality traits of a Five-Factor model to be a transformational leader. David mentioned Kahoot, which seems like a great way to engage students through playing learning games. I laughed at him listing his wife as one of the tools. His post, as well as the whole blog in general, points to someone who loves what he does. It reminds me of myself back when I was working, I could talk or write about my job for hours, exploring every aspect in detail, bursting with enthusiasm and it also reminds me of how little effort I am able to put in at the moment because I have nothing relevant or interesting to share, considering that I have no instructing experience. I am in the process of looking for a job in the education/training sector, so hopefully, I am not stuck in a passive mode for long. This post is just to keep the momentum going.

Critique of Design Models

ARCS model was developed by John Keller(1987), it is based on his macro theory of motivation and instructional design(1979), which he derived from the work of Tolman (1932) and Lewin (1938). Their theories assume that people are motivated to engage in an activity if they perceive that it will satisfy their personal needs and if they perceive success as possible. At the time of development of the ARCS Model no other theory or model focused on creating the instruction that would motivate to learn. The ARCS model aims to address the motivational challenges of both the learners and the instructors. Learner motivation is not seen as a separate and isolated factor, but rather something that can be stimulated and sustained by an instructor. In the original model Keller (1979) divided motivational aspects into 4 categories and renamed them, as the research progressed, into Attention, Relevance, Confidence and Satisfaction. Then strategies from research findings and practices that resulted in motivated learners were compiled and categorized.

The attention category is for strategies based on research on curiosity and arousal, interest, boredom, etc. The relevance category is for strategies based on compatibility of learning styles, relatedness to past experiences, etc. The confidence category is for strategies based on attributions and experiences of success. The satisfaction category is for strategies based on intrinsically and extrinsically rewarding outcomes. Later, Keller (2008) added another category – volition, which incorporated strategies related to persistence.

The model was tested in the field. Keller(1987) provides an example of including ARCS model in a series of workshops for teachers where they defined motivational problems, formulated objectives, selected strategies and then implemented a plan. Basically, they developed or revised modules of instruction to make them more interesting and reported back the results after trying out the new approach. The teachers that used various strategies provided by the model made better progress and felt more positive about their experience. The field test had its limitations though, there were many uncontrolled aspects in it. Keller also admits It is not as effective for e-learning, although he does not provide specific reasons for it. In my opinion, it is because ARCS heavily relies on a motivational effort of an instructor designed to engage learners in real-time. Although its Motivational Design Model (Define, Design, Develop, Evaluate) can be useful for implementing suggested strategies for e-learning as well. I found the following aid for motivational strategy design very useful while thinking about how I could use the ARCS model to design my own digital learning environments.

Table 4

Job aid for motivational strategy design

Categories

Instructor’s Self-Analysis

Instructor’s Analysis of Learners

Attention

Am I excited about this learning experience and how I can make it interesting? Are the learners going to be interested? What tactics will stimulate curiosity and interest?

Relevance

Do I believe that this learning experience will be valuable for my learners? Will learners believe it’s valuable? What can I do to help them believe it’s important?

Confidence

Am I confident in my ability to lead this learning experience effectively and interestingly? Will learners feel confident about their ability to learn this? What do I need to help them feel confident?

Satisfaction

Do I expect to have positive feelings about this learning experience? What can I do to help the learners feel good about their experience and desire to continue learning?

Volition

Will I provide effective supervision and support to the learners throughout this learning event? What can I do to help the learners maintain their goal orientation and task-focus throughout this learning event?

 

If ARCS model covers the motivational aspect, Bloom’s Taxonomy covers the cognitive, emotional and physical aspects of education(1956). It was named after Benjamin Bloom, who edited the first volume of a handbook, although it was also co-authored by Max Englehart, Edward Furst, David Krathwohl and Walter Hill. It became a framework for classifying educational goals and objectives. Bloom’s Taxonomy consisted of six categories or levels: Knowledge, Comprehension, Application, Analysis, Synthesis and Evaluation. It was later revised and the levels were renamed to Remember, Understand, Apply, Analyze, Evaluate, Create (Anderson & Krathwohl, 2001) to move away from a static concept of educational objectives to a more dynamic classification. The role of a teacher is to help students move up from lower-level to higher-level thinking. The revised model contains an interesting novelty, knowledge has been classified into four distinct types: Factual, Conceptual, Procedural and Meta-cognitive. Forehand (2017) provides a great example of how Bloom’s Taxonomy can be applied to a lesson objective.

Remember: Describe where Goldilocks lived.

Understand: Summarize what the Goldilocks story was about.

Apply: Construct a theory as to why Goldilocks went into the house.

Analyze: Differentiate between how Goldilocks reacted and how you would react in each story event.

Evaluate: Assess whether or not you think this really happened to Goldilocks.

Create: Compose a song, skit, poem, or rap to convey the Goldilocks story in a new form.

While designing my own digital learning environments, I could easily apply this Taxonomy to create individual lesson objectives.

The model has also been used to evaluate the effectiveness of e-learning (Halawi et al., 2009, p. 379)

One of the weaknesses of the model is that it presents a linear theory of learning, while most of the learning is not linear (Irvine, 2017). It is criticized for the lack of scientific validity, critics question whether lower- and higher-order thinking exists, among other unproven assumptions (“Why it is time to retire bloom’s taxonomy,” 2017). Some significant gaps have been identified, such as the absence of a motivational aspect from the concept. While Bloom’s Taxonomy offers a useful classification of knowledge and levels of learning, personally, I find that it lacks practical strategies for its implementation, especially when it comes to innovation. How do I use this fairly rigid classification system to improve the always changing course design?

References

Anderson, L., & Krathwohl, D. (Eds.). (2001). A taxonomy for learning, teaching, and assessing: A revision of Bloom’s taxonomy of educational objectives—Complete edition. New York, NY: Addison Wesley Longman.

Bloom, B. S.; Engelhart, M. D.; Furst, E. J.; Hill, W. H.;Krathwohl, D. R. (1956). Taxonomy of educational objectives: The classification of educational goals. Handbook I: Cognitive domain. New York: David McKay Company.

Forehand, M. (2017, October 11). Bloom’s taxonomy. Emerging Perspectives on Learning, Teaching and Technology. https://epltt.coe.uga.edu/index.php?title=Bloom%27s_Taxonomy

Halawi, L. A., McCarthy, R. V., & Pires, S. (2009). An evaluation of E-learning on the basis of bloom’s taxonomy: An exploratory study. Journal of Education for Business84(6), 374-380. https://doi.org/10.3200/joeb.84.6.374-380

Irvine, J. (2017). A Comparison of Revised Bloom and Marzano’s New Taxonomy of Learning. Research in Higher Education Journal, 33.

Keller, J. M. (2008). “An integrative theory of motivation, volition, and performance.” Technology, Instruction, Cognition, and Learning 6(2): 79-104.

Keller, J. M. (1987). Development and use of the ARCS model of instructional design. Journal of instructional development, 10(3), 2.

Keller, J. M. (1979). Motivation and instructional design: A theoretical perspective. Journal of Instructional Development, 2(4), 26 – 34.

Lewin, K. (1938). The conceptual representation and measurement of psychological forces. Durham, NC: Duke University Press.

Tolman, E.C. (1932). Purposive behavior in animals and men. New York: Century.

Why it is time to retire bloom’s taxonomy. (2017, March 5). Joana Stella Kompa. https://joanakompa.com/2017/02/07/why-it-is-time-to-retire-blooms-taxonomy/

Exploring Design Models

     I have a love/hate relationship with writing this blog and often it applies to the whole program. On one hand, I hate it because I have no instructing experience and therefore I have nothing interesting or unique to say about the subject. I also find it boring to regurgitate the information I learned from assigned readings. It’s killing my soul to put out these bland posts. On the other hand, I love reading blogs of other students because they contain the useful personal experience and valuable insights.

     What are some things to consider when selecting a design model? I don’t know, therefore I have to turn to the experts. According to Dousay (2018), it is important to consider the anticipated delivery format, if the instruction will be synchronous online, synchronous face to face, asynchronous online, or some combination of these formats. How do I make design decisions? It helps to have a model or process to follow once it is selected. For example, The Gagne-Briggs model describes not only how to create instruction but how to determine the content (Gagne et al., 1988). What I liked about it is that it breaks down the learning process into 9 steps, although it seems to be more appropriate for a synchronous face to face instruction. 

1. Gain Attention
2. Inform learner of objective
3. Stimulate prerequisite recall
4. Present stimulus material
5. Provide learning guidance
6 Elicit performance
7. Provide feedback
8. Assess performance
9. Enhance retention and transfer

Every model has its own set of principles and processes. I’ve never actually used one, but it seems that breaking down a learning process into smaller chunks should be helpful in making design decisions. Which model would I choose? According to Dousay (2018) “instructional design models seek to help designers overcome gaps in what is learned due to either instruction, motivation, or resources.” I have some experience in group facilitation where many participants lacked motivation, so ARCS-V model created by Keller (2016) sounds interesting. It breaks down motivation into four variables: attention, relevance, confidence and satisfaction. These four variables are used in a Motivational Design Process which has 10 steps. 

1. Obtain course information
2. Obtain audience information
3. Analyze audience
4. Analyze other course elements
5. List objectives and assessments
6. List potential tactics
7. Select & design tactics
8. Integrate with instruction
9. Select and develop materials
10. Evaluate and revise

What I liked about Keller’s work is that he doesn’t just provide a model and 10 steps to guide a design process, he also discusses various tactics and strategies to keep the students engaged and motivated.

Dousay, T. (2017). Chapter 22. Instructional Design Models. In Foundations of Learning and Instructional Design Technology (1st ed.).

Gagne, R. M., Briggs, L. J., & Wager, W. W. (1988). Instructional design. Rinehart and Winston Inc, New York.

Keller, J. M. (2016). Motivation, learning, and technology: Applying the ARCS-V motivation model. Participatory Educational Research3(2), 1-15. https://doi.org/10.17275/per.16.06.3.2