Tag: Learning

  • Flexible Learning and Policy Challenges

    Flexible Learning and Policy Challenges

    What impact is flexible learning having on learners from K-12 through to professional development?

    New Zealand has remarkably high levels of digital access across the population. Why aren’t we out performing other countries in educational measurements?

    This piece serves to introduce a series of six challenges faced by policy makers around flexible learning.

    These six challenges are:

    1. Unequal Access to Technology and Connectivity
    2. Socioeconomic Disparities
    3. Digital Literacy and Skills Gaps
    4. Quality Assurance and Consistent Experience
    5. Teacher Preparedness and Support
    6. Policy and Funding Models

    In this first piece I want to establish what I mean by ‘flexible learning’.

    Like many I struggle to have a single, concise, and consistent “definition” of flexible learning. I would say that flexible learning is a model of delivery that offers learners agency and control over various aspects of their learning experience. Flexible learning is a spectrum. Formal learning courses exist on a continuum between “rigid” and “flexible” delivery. The more control and choice given to the learner, the more flexible the learning experience.

    Flexible learning aims to “empower the student to choose what learning should be studied face-to-face and that which should be studied online, and how to go about engaging with that learning” (2022). This Means empowering the learner to make choices regarding:

    • When: synchronous or asynchronous learning, pace-mandated or self-paced progression.
    • Where: Learning in different locations (home, campus, workplace, etc.).
    • How: Different modes of engagement (online, in-person, blended, hybrid, hyflex).
    • What: Some degree of choice over content or learning pathways, though this is often more associated with “open learning.” Indeed in a world where students are overwhelmed with choices, there are strong arguments that having a prescriptive programme serves students well.

    In my article “Definitions of the Terms Open, Distance, and Flexible in the Context of Formal and Non-Formal Learning,” (2023) I argued that flexible learning is a model of delivery, rather than a fundamental mode of learning. I posit that there are only two core modes of learning: in-person (or face-to-face) and distance learning. Flexible learning then emerges from various combinations and approaches to curriculum design that empower learners to choose amongst these two modes

    As education has a habit of inventing new terms for marginally different practices it might be worth just pointing out the relationship I think exists between flexible learning and forms of Blended, Hybrid, and HyFlex learning. I perceive blended, hybrid, and HyFlex learning as specific models of delivery that fall under the umbrella of flexible learning. They all aim to give agency to the learner regarding how they engage with the material, combining elements of in-person and distance learning.

    I believe that designing for flexible learning means considering the learner’s context and perspective, and creating learning experiences that are relevant, meaningful, motivating, realistic, and feasible within an agreed timeframe. This also involves careful consideration of learning outcomes and assessment in diverse delivery contexts. This means course creators need clarity about learning design principles in relation to flexible approaches, such as working with Notional Study Hours (2020a) and the importance of Learning Outcomes (2020b).

    Based on my broad definition thatFlexible Learning refers to educational approaches and models of delivery that provide learners with a significant degree of choice and control over the time, place, pace, and mode of their learning, leveraging combinations of in-person and distance learning to enhance accessibility and cater to diverse learner needs, how do we face those six policy challenges?

    Watch this space…

    Atkinson, S. P. (2020a, April 14). Working with Notional Study Hours (NSH) or “How much is enough?” Simon Paul Atkinson. https://sijen.com/2020/04/14/working-with-notional-study-hours-nsh-or-how-much-is-enough/

    Atkinson, S. P. (2020b, April 4). Designing Courses: Importance of Learning Outcomes. Simon Paul Atkinson. https://sijen.com/2020/04/04/designing-courses-importance-of-learning-outcomes/

    Atkinson, S. P. (2022a, July 15). How do you define hybrid, or hyflex, learning?. Simon Paul Atkinson. Retrieved from https://sijen.com/2022/07/15/how-do-you-define-hybrid-or-hyflex-learning/

    Atkinson, S. P. (2023). Definitions of the Terms Open, Distance, and Flexible in the Context of Formal and Non-Formal Learning. Journal of Open, Flexible, and Distance Learning, 26(2).3 Retrieved from https://jofdl.nz/index.php/JOFDL/article/view/521

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  • The identity crisis of teaching and learning innovation

    The identity crisis of teaching and learning innovation

    Universities love to talk about innovation. Pedagogical innovation is framed as a necessity in an era of rapid change, yet those expected to enact it – academics – are caught in an identity crisis.

    In our research on post-pandemic pedagogical innovation, we found that the decision to engage with or resist innovation is not just about workload, resources, or institutional strategy. It’s about identity – who academics see themselves as, how they are valued within their institutions, and what risks they perceive in stepping beyond the status quo.

    Academics are asked to be both risk-taking pedagogical entrepreneurs and compliant employees within increasingly bureaucratic, metric-driven institutions. This paradox creates what we call the moral wiggle room of innovation – a space where educators justify disengagement, not necessarily because they oppose change, but because their institutional environment does not meaningfully reward it.

    The paradox of pedagogical innovation

    During the pandemic, universities celebrated those who embraced new digital tools, hybrid learning, and flexible teaching formats. “Necessity breeds innovation” became the dominant narrative. Yet, as the crisis has subsided, many of these same institutions have reverted to rigid processes, managerial oversight, and bureaucratic hurdles, making innovation feel like an uphill battle.

    On paper, universities support innovation. Education strategies abound with commitments to “transformative learning experiences” and “sector-leading digital education.” However, in practice, academics face competing pressures – expectations to drive innovation while being weighed down by institutional inertia.

    The challenge is not just about introducing innovation but sustaining it in ways that foster long-term change. While institutions may advocate for pedagogical innovation, the reality for many educators is a system that does not provide the necessary time, support, or recognition to make such innovation a viable, sustained effort.

    The result? Many feel disillusioned. As one academic in our research put it:

    I definitely think there’s a drive to be more innovative, but it feels like a marketized approach. It’s not tangible – I can’t say, ‘Oh, they’re really supporting me to be more innovative.’ There’s no clear pathway, no structured process.
    Academic at a post-92 university

    For some, engaging in pedagogical innovation is a source of professional fulfilment. For others, it is a career gamble. Whether academics choose to innovate or resist depends largely on how their identity aligns with institutional structures, career incentives, and personal values.

    Three identity tensions shaping pedagogical innovation

    Regulated versus self-directed identity Institutions shape identity through expectations: teaching excellence frameworks, fellowship accreditations, and workload models dictate what “counts” in an academic career. Yet, many educators see their professional identity as self-driven – rooted in disciplinary expertise and a commitment to students. When institutional definitions of innovation clash with personal motivations, resistance emerges.

    As one participant put it:

    When you’re (personally) at the forefront of classroom innovation…you’re constantly looking outwards for ideas. Within the institution, there isn’t really anyone I can go to and say, ‘What are you doing differently?’ It’s more about stumbling upon people rather than having a proactive approach to being innovative. I think there’s a drive for PI, but it feels like a marketised approach.
    Academic at a post-92 university

    For some, innovation is an extension of their identity as educators; for others, it is a compliance exercise – an expectation imposed from above rather than a meaningful pursuit.

    This tension is explored in Wonkhe’s discussion of institutional silos, which highlights how universities often create structures that inadvertently restrict collaboration and cross-disciplinary innovation, making it harder for educators to engage with meaningful change.

    Risk versus reward in academic careers Engaging in pedagogical innovation takes time and effort. For those on teaching and scholarship contracts, it is often an expectation. For research and scholarship colleagues, it is rarely a career priority.

    Despite strategic commitments to pedagogical innovation, career incentives in many institutions still favour traditional research outputs over pedagogical experimentation. The opportunity cost is real – why invest in something that holds little weight in promotions or workload models?

    As one academic reflected:

    I prioritise what has immediate impact. Another teaching award isn’t a priority. Another publication directly benefits my CV.

    Senior leader at a Russell Group university

    Until pedagogical I is properly recognised in career progression, it will remain a secondary priority for many. As explored on Wonkhe here, the question is not just whether innovation happens but whether institutions create environments that allow it to spread. Without clear incentives, pedagogical innovation remains the domain of the few rather than an embedded part of academic practice.

    Autonomy versus bureaucracy Academics value autonomy. It is one of the biggest predictors of job satisfaction in higher education. Yet pedagogical innovation is often entangled in institutional bureaucracy (perceived or real) through slow approval processes, administrative hurdles, and performance monitoring.

    The pandemic showed that universities can be agile. But many educators now feel that flexibility has been replaced by managerialism, stifling creativity.

    I’ve had people in my office almost crying at the amount of paperwork just to get an innovation through. People get the message: don’t bother.

    Senior leader at a Russell Group university

    To counteract this, as one educator put it:

    It’s better to ask forgiveness afterwards than ask permission beforehand.

    Senior leader at a Russell Group university

    This kind of strategic rule-bending highlights the frustration many educators feel – a desire to innovate constrained by institutional red tape.

    Mark Andrews, in a Wonkhe article here, argues that institutions need to focus on making education work rather than simply implementing digital tools for their own sake. The same logic applies to pedagogical innovation – if the focus is solely on regulation, innovation will always struggle to take root.

    Beyond the rhetoric: what needs to change

    If universities want sustained innovation, they must address these identity tensions. Pedagogical innovation needs to be rewarded in promotions, supported through streamlined processes, and recognised as legitimate academic work – not an optional extra.

    This issue of curriculum transformation was explored on Wonkhe here, raising the critical question of how universities can move beyond rhetoric and make change a reality.

    The post-pandemic university is at a crossroads. Will pedagogical innovation be institutionalised in meaningful ways, or will it remain a talking point rather than a transformation? Academics are already navigating an identity crisis – caught between structural constraints, career incentives, and their own motivations. Universities must decide whether to ease that tension or allow it to widen.

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  • Transforming Higher Ed With Virtual-Hybrid Learning

    Transforming Higher Ed With Virtual-Hybrid Learning

    Reading Time: 3 minutes

    Higher education is evolving and, as someone deeply involved in curriculum development, I have witnessed firsthand how virtual-hybrid delivery models can transform learning experiences. When the COVID-19 pandemic necessitated a sudden shift in instructional methods, I had to reconsider how to deliver my senior-level undergraduate Entrepreneurial Thinking and Innovation course, which was traditionally taught face-to-face (F2F). What started as a necessary adaptation quickly became an opportunity to enhance student engagement, flexibility, and real-world preparedness. I now recognize that virtual-hybrid delivery is not merely a temporary fix, but a sustainable and highly effective model for the future of education across disciplines.

    From face-to-face to virtual-hybrid learning

    My Entrepreneurial Thinking and Innovation course was originally designed around a hands-on, project-based learning (PBL) approach. At the course’s core was a semester-long, stage-gated Business Case, or BizCase Project. Student teams tackled real-world business challenges by developing comprehensive business cases for community organizations. Traditionally, this involved in-person collaboration, real-time feedback, and instructor-led sessions.

    When we shifted to online learning, my primary challenge was to preserve the course’s interactive and applied nature, while using digital tools to maintain engagement. Rather than attempting to replicate the in-person experience, I completely reimagined the learning process.

    The revamped course focused on three key elements:

    1. Synchronous Milestone Meetings: Structured biweekly sessions replaced traditional lectures, enabling real-time, small-group discussions that fostered deeper engagement and tailored feedback.
    2. High-Quality Asynchronous Instructional Videos: Professionally produced and concise video lessons allowed students to learn independently, enhancing accessibility and comprehension.
    3. Customized Screencast Feedback: Instead of written comments, students received comprehensive, personalized video feedback, enhancing the evaluation process to be more interactive and engaging.

    Why virtual-hybrid learning works

    The impact of this redesign was immediate and profound. Not only did students stay engaged, but their learning outcomes improved significantly. The average final grades on the BizCase Project increased by 8-10% compared to previous face-to-face cohorts. Here’s why this delivery model is so effective:

    1. Enhanced Student Engagement

    One of the most significant advantages of virtual-hybrid learning is the combination of structured flexibility and active engagement. Traditional lecture formats often lead to passive learning. The virtual-hybrid approach inspires students to take charge of their educational journey, thereby enhancing learner agency.

    Synchronous milestone meetings ensured students remained accountable and on track, while asynchronous videos allowed them to review content at their own pace. Many students observed that revisiting instructional videos before project discussions greatly boosted their comprehension and confidence.

    1. Real-World Preparation

    Virtual-hybrid delivery reflects the realities of modern workplaces, where professionals are increasingly engaged in hybrid and remote work environments. By embracing this model, students acquire academic knowledge while developing essential skills in virtual collaboration, digital communication, and self-directed learning.

    The course redesign was based on industry research regarding optimal meeting structures, which indicates that smaller, focused discussions promote greater engagement and enhance problem-solving. I implemented smaller team-based milestone meetings instead of large, passive online lectures, ensuring each student actively participated. This change aligns with corporate best practices. It equips students with skills that are directly transferable to contemporary work environments.

    1. More Effective Feedback

    One of the most significant innovations in this course redesign was using screencast technology for project feedback. Rather than traditional written comments, students received comprehensive, video feedback. I guided them through their submissions, emphasizing strengths and areas for improvement. Students overwhelmingly preferred this method, with 90% indicating that video feedback was clearer and more personal than written comments. The combination of seeing and hearing the feedback, along with visual annotations, created a more interactive and engaging learning experience, making it easier for students to refine their work.

    Challenges and opportunities

    While virtual-hybrid learning offers significant benefits, it also presents challenges. Although students appreciated the flexibility of self-paced videos, some struggled with motivation and time management in effectively navigating the course requirements.

    Another challenge is ensuring equitable access to technology. Not all students have access to high-quality devices or reliable internet connections. This can affect their ability to engage fully in virtual-hybrid courses. Institutions must invest in digital infrastructure and support systems to ensure all students can participate effectively.

    Applying virtual-hybrid models across disciplines

    Although this article focuses on an entrepreneurship and innovation course, the principles of virtual-hybrid learning can be applied to various disciplines. This model can benefit any course, including experiential learning, teamwork, and applied projects.

    • Engineering courses can incorporate virtual design labs, simulation software, and milestone meetings for project-based assessments.
    • Medical and healthcare programs can integrate asynchronous case studies with live virtual discussions on clinical applications.
    • Humanities and social sciences can include digital storytelling, virtual peer feedback collaboration, and instructor-led discussions.

    A new era of learning

    The success of the virtual-hybrid delivery model in Entrepreneurial Thinking and Innovation underscores its remarkable potential. The one-size-fits-all, lecture-heavy educational approach is becoming obsolete. Today’s students thrive in dynamic, technology-enhanced environments that prepare them for hybrid workplaces and the future of work.

    As educators, we have both an opportunity and a responsibility to rethink traditional teaching methods. Virtual-hybrid delivery presents a path forward for a more adaptable and impactful education. Having experienced the transformative effects of this approach firsthand, I can confidently assert that virtual-hybrid delivery can be a game changer for the future of higher education.

    Learn more about how hybrid-virtual learning fosters engagement and critical thinking by watching Professor MacKenzie’s webinar, part of our 2025 Empowered Educator Virtual Conference.

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  • How we designed a space where our students connect, collaborate, and flourish

    How we designed a space where our students connect, collaborate, and flourish

    Key points:

    Our charter school, Westbrook Academy, has been serving middle and high school students in the South Los Angeles area for the past six years and stands as a beacon of opportunity for our community. With a student body comprising nearly 99 percent Black and Latinx individuals hailing from historically under-resourced communities, we confront the realities of poverty and the accompanying insecurities head-on.

    Despite the odds, our 400 students consistently demonstrate remarkable resilience and a profound capacity for excellence. Our institution is supported by generous donors and funding sources. Operated and managed by the education nonprofit LA Promise Fund, which provides students with academic and enrichment opportunities that support our mission to spark passion, empower leadership, and prepare them for their chosen college and career paths.

    At one point, our high school students were learning in a church because we didn’t have a traditional classroom set-up. We also lacked the equipment that a traditional high school might have. This changed when we moved into our forever home in South Gate, where an on-campus Empowerment Center serves as a modern, welcoming “student hub.”

    Designed and outfitted by MiEN and Meteor Education, the Empowerment Center is where kids go to hang out, collaborate, and/or participate in school club activities. The hub is also set up with two wellness rooms where students can go to debrief and disconnect from a long day or just the stresses of being a student. It’s there for the students’ use.

    Here are the steps we took to create a space that consistently makes jaws drop and impresses parents who never thought their children would have access to such a warm, welcoming communal space on campus:

    • Add some flexibility into the process. Our original goal was to open the Empowerment Center’s doors in time for the 2023-24 school year, but getting it done the right way would require a bit more time. Our partners were willing to listen to us in terms of what we wanted to create, but within the realistic timelines. That was really cool.
    • Acknowledge the financial limitations. We largely relied on fundraising for this project and knew that some things just weren’t going to be realistic. To other schools in similar situations, I’d recommend staying flexible enough to hit the timelines and get all of the bases covered while keeping student needs in mind. We can have all the bells and whistles, but at the end of the day, if the car runs, the car runs. We know we can always add a new paint job later.
    • Get the right partners onboard early. As we went through the steps of designing the Empowerment Center, we learned a lot about architecture, planning, and construction. Through it all, having the right partners in its corner helped the school achieve its goals within budget and on time. It was really great to have our design and furniture partners sharing their best practices and other insights with us. We knew what we wanted to do, and a lot of the ideas came from our families and students. We just needed them to show us how we could get those ideas as close to reality as possible.
    • Make it personal. Special features we wanted in our Empowerment Center included a huge, interactive flatscreen TV that students, teachers, and guest speakers use to interact and work together. There’s also a large selection of donated books, the latest technology tools, and artwork that was personally selected by an art curation team. They were able to secure artists from the LA community to create and share visuals that our students are really familiar with. For example, some of the artwork spotlights female empowerment (i.e., with photos of authors like Octavia Butler) and the importance of acknowledging indigenous people. Everything in the hub is meant to spark curiosity. 
    • Brace yourself for some jaw-dropping moments. At our ribbon-cutting ceremony last year, our parents’ jaws were on the floor. They just never thought these resources would be available to their kids. A lot of them grew with us being in the church and a co-located space, and then we asked them to trust us to deliver on our promise, and now we’re able to show that as the reward for supporting us. We feel really proud that our parents were just over the moon about it.

    Hitting it out of the park

    Reflecting on the process we put in place to get our modern student hub designed, built, and open for business, I can say that the end result is an engaging, collaborative space that can be used for hanging out, structured learning, or a little of both. I think we really hit the ball out of the park with this innovative space.

    Student, teacher, and family feedback on the Empowerment Center has been extremely positive. Everyone loves it, and students are always excited to come and spend time in the modern, comfortable space that’s equipped with the technology and tools they need to be able to learn and engage.

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  • If memory is the residue of thought, what are we learning from AI?

    If memory is the residue of thought, what are we learning from AI?

    • This is an edited version of a speech given by Josh Freeman, HEPI Policy Manager, to the Cardiff University Biochemical Society Sponsored Seminar Series on AI.

    I want to start with a thought experiment – one that will be on familiar ground for many of us. A lecturer sets an assignment and receives two student essays which are very similar in argument, structure, originality and so on. The difference is that one student used AI and the other didn’t.

    The student who used AI used it, as more than half of students (51%) do, to save time. They knew what they wanted to say, wrote a bullet-pointed list, fed this into ChatGPT and asked it to generate an essay ‘in the style of a 2nd year Biosciences student’ – which is what we know that students are doing. Perhaps they added some finishing touches, like a bit of their own language.

    The second student wrote their essay the old-fashioned way – they wrote a plan, then turned that into a draft, redrafted it, tweaked it and manually wrote their references.

    The question is: Which essay should we value more? They are functionally the same essay – surely we should value them equally?

    I don’t mean which essay should get the higher mark, or whether the student who used AI was cheating. Let’s assume for the moment that what they did was within the rules for this particular course. What I mean is, which essay better shows the fulfilment of the core purposes of a university – instilling intellectual curiosity, critical thinking, personal development in our students?

    I think most of us would instinctively say that something has been lost for the student who used AI. We don’t value students as content creators. We don’t see the value in the essay for its own sake – after all, many of us have seen hundreds or thousands of similar essays in our time in academia. What we value is the process that got the student to that point. There is something fundamental about the writing process, that in the act of writing, you are forced to confront your own thoughts, express them, sit with them. You have to consider how far you really agree with them, or if there is something missing. Though the student who used AI produced the same end result, they didn’t have that same cognitive experience.

    AI is, for the first time, divorcing the output from much of the cognitive process required to get that output. Before AI, if a student submitted an essay, you could be relatively confident – barring the use of essay mills or plagiarism – that they had thought deeply, or at least substantially, about the output they submitted. The content was a good proxy for the process. But with AI, it’s remarkably easy to generate the content without engaging in the process.

    I was a teacher previously, and the mantra we were told again and again was ‘Memory is the residue of thought.’ (With credit to Daniel Willingham.) We remember what we think about. When you have to sit with an essay, or a difficult academic text, it fosters more learning because your brain is working harder. If you can fast-track the essay or just read a summary of the important bits of the text, you skip the work, but you also skip the learning.

    This is a problem for all kinds of reasons, some of which I’ll go into. But in another way, it may also be a good thing. For a long time, the focus has been on the content that students produce, as the best marker for a students’ skills and knowledge. But I hope that AI will force us to think deeply about what process we want students to go through.

    In the time I have left, I want to touch on a few issues raised by our recent survey, showing that the vast majority of students use generative AI, including to help with their assessments.

    The first is that the rabbit is out of the hat. Almost all students are using AI, for a rich variety of purposes, and almost certainly whether or not we tell them they can. That will be obvious to anyone who has received a coursework submission in the last 18 months, but it is so key that it is worth emphasising. Barring the withdrawal of large language models like ChatGPT from the internet (unlikely) or the mass socialisation of our students away from GenAI use (also unlikely, but less so), AI is here to stay.

    The second is that the system of academic assessment developed over decades or more is suddenly and catastrophically not fit for purpose. Again, this will be known to many but I am not sure the sector has fully grappled with the implications of it. All assessments had some level of insecurity, insofar as essay mills and contract cheating existed, but we have always felt these methods were used by relatively few students; we were also able to pass national legislation to crack down on these methods.

    AI is different for two reasons. The first is ease of use – the barriers of seeking out an essay mill and coughing up the money are gone (though it remains true that the most powerful AI models still have a cost). The second is how students reckon with the moral implications. It is clear to almost everyone, I think, that using an essay mill is breaking the rules, so students would usually only use these when they are truly desperate. But AI is different. We saw in the report that there great uncertainty when it comes to using AI – lots of disagreement about what is acceptable or not. When it’s cloudy in this way, it’s easier to justify to yourself that what you’re doing is okay. Most people won’t overtly ‘cheat’ but they might push on hazy boundaries if they can tell a story about why it is acceptable to do so.

    So all of our assessments need to be reviewed. I recently read an essay from UCL Law School, talking about how they will be using 50-100% ‘secure’ assessment, meaning in-person written or oral exams. This is a good start, though it may not even be enough if 50% of your assessments are ‘hackable’ by students with little or no subject knowledge or with no grasp of the skills you are meant to be teaching them. And I am not convinced that ‘secure’ exams are always such. If essay questions are predictable, you can easily use AI to generate some mock essays for you and memorise them, for example.

    This is also why the claims that AI will generate huge efficiency gains for the sector are misplaced, at least in the short term. In the coming years, AI will put huge strain on the sector. Essentially, we are asking all of our staff to be experts in AI tools, even as the tools themselves constantly update. For example, AI tools hallucinate a lot less than they used to and they also produce fake references much less often – and there are now specific tools designed to produce accurate references (such as ChatGPT’s Deep Research or Perplexity.AI). It is an open question as to whether this radical redrawing of assessment is a reasonable ask of the sector at a time when budgets are tight and cuts to staffing are widespread – up to 10,000 jobs lost by the end of the academic year, by some estimates.

    The third issue returns to the thought experiment I presented you with at the start. We will now be forced to think deeply about what skills we want our students to have in an age where AI tools are widely accessible, and then again about how we give our students those skills.

    Think again of those two essays, one of which used AI and one didn’t. There is an argument in favour of the AI-assisted essay if you particularly value teaching AI skills and you think getting AI to help with essays is one way to enhance those skills. But like developing AI-proof assessments, this is a moving target. Some people will remember the obsession with ‘prompt engineering’ in the early days of GenAI – carefully crafting prompts to manufacture very specific answers from chatbots, only for them to update and all that work becoming entirely useless? By virtue of being natural language models, they are frequently very intuitive to use and will only become more so. So it is not at all clear that even the best AI courses available now will be very useful a few years into students’ long and varied careers.

    The same problem applies to courses designed to teach students the limits of AI – such as bias, the use of data without permission, hallucinations, environmental degradation and other challenges which we are hearing lots about. Small innovations could mean, for example, that the environmental cost of AI falls dramatically. There is already some research saying a typical ChatGPT prompt may now use no more energy than a Google search. In a few years’ time, we may be dealing with a very different set of problems and students’ knowledge will be out of date.

    I can’t pretend HEPI has all the answers – though we do have many, and we require all of our publications to include policy solutions, which you are welcome to investigate yourselves on our website. But my view is that the skills students will receive from a university education – critical thinking, problem solving, working as a team, effective communication, resilience – are as critical as ever. In particular, we will probably need to hone in on those skills that AI cannot easily replicate – soft skills of motivating others or building trust, emotional intelligence, critical thinking, which will endure in importance even as AI automates other tasks.

    But the methods we use will need to change. We hear a lot from academics about the enormous administrative burden academics face, for example. In my view, the best case is that AI automates the boring bits of all our jobs – paperwork, producing lesson materials, generating data – and freeing us up to do what matters, which is producing innovative research and spending more time with students. That will make sure AI enhances, rather than threatens, the enormous benefits our degrees impart to students in the coming years.

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  • Learning Designer, Learning Technologist, Brown

    Learning Designer, Learning Technologist, Brown

    If there is anyone in higher education that you want to work with, that person is Melissa Kane. As director of online program development at Brown University, Melissa leads a talented team doing incredible work at the intersection of learning, technology and institutional change. You can learn more about Melissa and her professional and educational journey here. When I saw on LinkedIn that Melissa is recruiting for a learning designer and a learning technologist, I thought that these roles would be perfect to highlight in this “Featured Gig” series. 

    If you are also recruiting for an opportunity at the place where learning, technology and organizational change meet, please get in touch.

    Q: What is the mandate behind these roles? How do the roles align with and advance the university’s strategic priorities?

    A: Both the learning designer and the learning technologist positions are directly tied to Brown University’s strategic priority to diversify the master’s degree portfolio and significantly increase global impact through the expansion of online graduate degree programs. As higher education continues to evolve toward more flexible, human-centered and accessible learning modalities, Brown delivers on its mission by providing a uniquely Brown learning experience to a new demographic of working professionals and international learners who may require more geographical flexibility.

    Since this strategic initiative began in 2021, Brown has remained invested in its internal staff resources to partake in constructing and delivering its online master’s programs. Because of this, the learning designer and learning technologist positions are essential infrastructure investments that will enable us to continue delivering the same rigorous and innovative education that defines Brown through the online modality.

    The learning designer role advances our mission by ensuring that courses in our online master’s programs maintain Brown’s hallmark of academic excellence while leveraging evidence-based practices in fully asynchronous online learning experience design. Similarly, the learning technologist role has the opportunity to position us at the forefront of educational innovation by pioneering new approaches to implement existing and emerging learning technologies that can influence the ways we advance graduate student education.

    Both of these roles will be integral in helping Brown with its goal of enrolling and retaining new markets of graduate students while still maintaining our mission-driven commitment to deliver transformative, high-quality education in this evolving landscape.

    Q: Where do the roles sit within the university structure? How will the people in these roles engage with other units and leaders across campus?

    A: The learning designer and the learning technologist roles are strategically positioned within the Sheridan Center for Teaching and Learning, reporting through the Office of the Provost, which again reflects the university’s commitment to placing pedagogical excellence at the center of its online master’s degree expansion efforts. The Sheridan Center’s integrated approach makes it an ideal location for individuals in these positions to collaborate with other members of the university’s community, including the School of Professional Studies, the library and academic departments and schools. Because of our cross-campus partnerships to help deliver courses within the online graduate degree portfolio, we have the unique opportunity to enable consistent quality and pedagogical coherence across all online programs as we work with academic departments to draw on their unique disciplinary strengths and identities.

    Q: What would success look like in one year? Three years? Beyond?

    A: Our team’s success stems from deep human connections and the intellectual capital created through collaboration, trust and empathy with each other and our campus partners. In the first year, success is measured by the individual’s openness to creative thinking, empathetic cross-functional collaboration and inclusive practice in both their projects and interpersonal interactions. The learning designer will demonstrate fluency in digital pedagogies that are inclusive of global audiences at scale, while the learning technologist will continue to grow their technical knowledge and skills to meet diverse student learning needs through innovative, ethical and accessible educational technologies as the AI landscape changes.

    By year three and beyond, individuals in these roles will have evolved into thought leaders in learning experience innovation that is responsive and relevant to our ever-changing world. They will have established themselves as trusted collaborators with our campus partners, and their work will demonstrate measurable impact on student success and engagement in the graduate degree environment. Ultimately, I see individuals in these roles continuing to forge bridges between academic departments and inclusive online learning environments that reflect Brown’s commitment to academic excellence, innovation and accessibility.

    Q: What kinds of future roles would someone who took these positions be prepared for?

    A: As members of the integrated Sheridan Center for Teaching and Learning, both positions have clearly defined advancement pathways based on the university’s evolving needs, with opportunities to progress to senior learning designer, senior learning technologist or even assistant director roles.

    While that’s the formal pathway, what’s exciting to me is that we’ve deliberately designed these positions to foster professional growth, which means an individual’s potential future impact at Brown is really only limited by their own ambitions of expanding their expertise in the field of learning design and technology. This has been my experience at Brown, and between the university’s deep commitment to staff development and remaining responsive to emerging trends in higher education, I imagine the possibilities for future roles extend beyond what I can envision at this moment.

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  • Promoting Civic Action through Service Learning

    Promoting Civic Action through Service Learning

    ***HEPI and the UPP Foundation will host a free webinar tomorrow, Wednesday 4 June at 1pm on embedding employability and civic action into the curriculum. There is still time to register your place: Sign up here***

    • By Dr Ben Lishman, Associate Dean for Students, College of Technology and Environment, London South Bank University.

    London South Bank University (LSBU) launched its Energy Advice Centre (EAC) in January 2023. The concept was a simple one. The energy crisis of the previous year had seen average household gas and electricity bills increase by 54% in the spring and a further 27% that autumn. The University already had well-established legal and small business advice clinics, so why not expand the concept to have students in our College of Technology and Environment provide local residents with energy-saving advice?

    With grant funding from the UPP Foundation, we have created a database of advice and ideas, which we share through a website and a drop-in clinic where local residents can talk directly to our students. The students answer questions, make suggestions for domestic changes which will reduce bills, and remove layers of complexity around domestic energy. 

    One of Bridget Philipson’s five priorities for reform of the higher education system is that universities play a greater civic role in their communities. With 15% of our local borough affected by fuel poverty, the Energy Advice Centre (EAC) is making an active and meaningful contribution to LSBU’s civic mission and our commitment to reducing the university’s carbon use.

    Through the website, our Elephant and Castle drop-in clinic, and winter workshops held in Peckham, Camberwell and Canda water, our student advisors have, to date, provided bespoke and detailed advice to over two hundred and fifty homes, as well as schools and SMEs. By providing information and guidance on issues such as improving energy efficiency, fitting insulation, installing solar panels and applying for home improvement grants, we estimate that the Energy Advice Centre has enabled savings of £75,000 on energy bills so far – and much of the advice we’ve given should provide savings for years to come.

    The impact of our work has been noticed locally, with Southwark Council making the Energy Advice Centre its official Green Homes Service, providing funding that has allowed the centre to continue once the initial grant from the UPP Foundation had been spent.

    It’s not only local residents who benefit from the Centre. In addition to being paid for their time, working at the EAC provides students with the opportunity to engage in civic activities while developing work-ready skills through applying learning from the classroom into the real world. This has enabled a number of the thirty students who have worked for the EAC so far to get jobs in professional energy advice, net-zero buildings research, and jobs in sustainability across their sectors.

    I’m thrilled that the UPP Foundation, having seen evidence of the effectiveness of the model, has provided us with further funding to develop a toolkit, which provides guidance on how other universities can develop their own energy advice centres. We are now working with three initial partner universities – Wrexham University, University of Reading and Kingston University London – to set up their own centres. We think there’s a need for a national network of these centres, sharing good ideas, and we want to share what we’ve learned.

    If you would be interested in exploring how to set up an energy advice centre at your own institution, the toolkit is being made available on the UPP Foundation’s website. At 1pm on 4th June, HEPI is also holding a webinar on how initiatives such as the EAC can be used to embed employability and civic engagement in higher education.

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  • Taking Intermittent Quizzes Reduces Achievement Gaps & Enhances Online Learning – The 74

    Taking Intermittent Quizzes Reduces Achievement Gaps & Enhances Online Learning – The 74

    Inserting brief quiz questions into an online lecture can boost learning and may reduce racial achievement gaps, even when students are tuning in remotely in a distracting environment.

    That’s a main finding of our recent research published in Communications Psychology. With co-authors Dahwi Ahn, Hymnjyot Gill and Karl Szpunar, we present evidence that adding mini-quizzes into an online lecture in science, technology, engineering or mathematics – collectively known as STEM – can boost learning, especially for Black students.

    In our study, we included over 700 students from two large public universities and five two-year community colleges across the U.S. and Canada. All the students watched a 20-minute video lecture on a STEM topic. Each lecture was divided into four 5-minute segments, and following each segment, the students either answered four brief quiz questions or viewed four slides reviewing the content they’d just seen.

    This procedure was designed to mimic two kinds of instructions: those in which students must answer in-lecture questions and those in which the instructor regularly goes over recently covered content in class.

    All students were tested on the lecture content both at the end of the lecture and a day later.

    When Black students in our study watched a lecture without intermittent quizzes, they underperformed Asian, white and Latino students by about 17%. This achievement gap was reduced to a statistically nonsignificant 3% when students answered intermittent quiz questions. We believe this is because the intermittent quizzes help students stay engaged with the lecture.

    To simulate the real-world environments that students face during online classes, we manipulated distractions by having some participants watch just the lecture; the rest watched the lecture with either distracting memes on the side or with TikTok videos playing next to it.

    Surprisingly, the TikTok videos enhanced learning for students who received review slides. They performed about 8% better on the end-of-day tests than those who were not shown any memes or videos, and similar to the students who answered intermittent quiz questions. Our data further showed that this unexpected finding occurred because the TikTok videos encouraged participants to keep watching the lecture.

    For educators interested in using these tactics, it is important to know that the intermittent quizzing intervention only works if students must answer the questions. This is different from asking questions in a class and waiting for a volunteer to answer. As many teachers know, most students never answer questions in class. If students’ minds are wandering, the requirement of answering questions at regular intervals brings students’ attention back to the lecture.

    This intervention is also different from just giving students breaks during which they engage in other activities, such as doodling, answering brain teaser questions or playing a video game.

    Why it matters

    Online education has grown dramatically since the pandemic. Between 2004 and 2016, the percentage of college students enrolling in fully online degrees rose from 5% to 10%. But by 2022, that number nearly tripled to 27%.

    Relative to in-person classes, online classes are often associated with lower student engagement and higher failure and withdrawal rates.

    Research also finds that the racial achievement gaps documented in regular classroom learning are magnified in remote settings, likely due to unequal access to technology.

    Our study therefore offers a scalable, cost-effective way for schools to increase the effectiveness of online education for all students.

    What’s next?

    We are now exploring how to further refine this intervention through experimental work among both university and community college students.

    As opposed to observational studies, in which researchers track student behaviors and are subject to confounding and extraneous influences, our randomized-controlled study allows us to ascertain the effectiveness of the in-class intervention.

    Our ongoing research examines the optimal timing and frequency of in-lecture quizzes. We want to ensure that very frequent quizzes will not hinder student engagement or learning.

    The results of this study may help provide guidance to educators for optimal implementation of in-lecture quizzes.

    The Research Brief is a short take on interesting academic work.

    This article is republished from The Conversation under a Creative Commons license. Read the original article.

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  • Why agentic AI matters now more than ever

    Why agentic AI matters now more than ever

    Key points:

    For years now, the promise of AI in education has centered around efficiency–grading faster, recommending better content, or predicting where a student might struggle.

    But at a moment when learners face disconnection, systems are strained, and expectations for personalization are growing, task automation feels…insufficient.

    What if we started thinking less about what AI can do and more about how it can relate?

    That’s where agentic AI comes in. These systems don’t just answer questions. They recognize emotion, learn from context, and respond in ways that feel more thoughtful than transactional. Less machine, more mentor.

    So, what’s the problem with what we have now?

    It’s not that existing AI tools are bad. They’re just incomplete.

    Here’s where traditional AI systems tend to fall short:

    • NLP fine-tuning
       Improves the form of communication but doesn’t understand intent or depth.
    • Feedback loops
       Built to correct errors, not guide growth.
    • Static knowledge bases
       Easy to search but often outdated or contextually off.
    • Ethics and accessibility policies
       Written down but rarely embedded in daily workflows.
    • Multilingual expansion
       Translates words, not nuance or meaning across cultures.

    These systems might help learners stay afloat. They don’t help them go deeper.

    What would a more intelligent system look like?

    It wouldn’t just deliver facts or correct mistakes. A truly intelligent learning system would:

    • Understand when a student is confused or disengaged
    • Ask guiding questions instead of giving quick answers
    • Retrieve current, relevant knowledge instead of relying on a static script
    • Honor a learner’s pace, background, and context
    • Operate with ethical boundaries and accessibility in mind–not as an add-on, but as a foundation

    In short, it would feel less like a tool and more like a companion. That may sound idealistic, but maybe idealism is what we need.

    The tools that might get us there

    There’s no shortage of frameworks being built right now–some for developers, others for educators and designers. They’re not perfect. But they’re good places to start.

    Framework Type Use
    LangChain Code Modular agent workflows, RAG pipelines
    Auto-GPT Code Task execution with memory and recursion
    CrewAI Code Multi-agent orchestration
    Spade Code Agent messaging and task scheduling
    Zapier + OpenAI No-code Automated workflows with language models
    Flowise AI No-code Visual builder for agent chains
    Power Automate AI Low-code AI in business process automation
    Bubble + OpenAI No-code Build custom web apps with LLMs

    These tools are modular, experimental, and still evolving. But they open a door to building systems that learn and adjust–without needing a PhD in AI to use them.

    A better system starts with a better architecture

    Here’s one way to think about an intelligent system’s structure:

    Learning experience layer

    • Where students interact, ask questions, get feedback
    • Ideally supports multilingual input, emotional cues, and accessible design

    Agentic AI core

    • The “thinking” layer that plans, remembers, retrieves, and reasons
    • Coordinates multiple agents (e.g., retrieval, planning, feedback, sentiment)

    Enterprise systems layer

    • Connects with existing infrastructure: SIS, LMS, content repositories, analytics systems

    This isn’t futuristic. It’s already possible to prototype parts of this model with today’s tools, especially in contained or pilot environments.

    So, what would it actually do for people?

    For students:

    • Offer guidance in moments of uncertainty
    • Help pace learning, not just accelerate it
    • Present relevant content, not just more content

    For teachers:

    • Offer insight into where learners are emotionally and cognitively
    • Surface patterns or blind spots without extra grading load

    For administrators:

    • Enable guardrails around AI behavior
    • Support personalization at scale without losing oversight

    None of this replaces people. It just gives them better support systems.

    Final thoughts: Less control panel, more compass

    There’s something timely about rethinking what we mean by intelligence in our learning systems.

    It’s not just about logic or retrieval speed. It’s about how systems make learners feel–and whether those systems help learners grow, question, and persist.

    Agentic AI is one way to design with those goals in mind. It’s not the only way. But it’s a start.

    And right now, a thoughtful start might be exactly what we need.

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  • How to Significantly Improve Student Engagement and Retained Learning in Higher Education – Faculty Focus

    How to Significantly Improve Student Engagement and Retained Learning in Higher Education – Faculty Focus

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