The Role of Knowledge Management in Higher Education

8/12/2002 Proactive and Strategic Higher Education Management 1

Dr. Richardus Eko Indrajit Chairman of Renaissance Center Indonesia PERBANAS School of Computing and Information System August 30th, 2002 Jakarta Hilton Hotel, Indonesia

KEY SUCCESS FACTORS IN TRANSFORMING, DEVELOPING, AND MANAGING YOUR ACADEMIC DEPARTMENT AND PROGRAM OF STUDY The Role of Knowledge Management in Higher Education


About the Speaker

EDUCATION BACKGROUND   Doctor of Business Administration from University of

the City of Manila, Intramuros, Philippines   Master of Business Administration from Leicester

University, Leicester, United Kingdom   Master of Applied Computer Science from Harvard

University, Massachusetts, United States   Bachelor of Science from ITS Surabaya, Jawa Timur,

Indonesia ACADEMIC ACTIVITIES   Chairman, Perbanas School of Computing and

Information System, Jakarta, Indonesia   Faculty Member of Graduate School of Information

System Management, Master of Information System Management Program, Bina Nusantara University – Curtin University, Jakarta, Indonesia

  Faculty Member of Graduate School of Computer Science, Master of Information Technology Program, University of Indonesia, Depok, Indonesia

  Faculty Member of Graduate School of Economic and Management, Master of Management Program, Atmajaya University, Jakarta, Indonesia

  Faculty Member of Jakarta Institute of Arts, Undergraduate Program of Performing Arts, Jakarta, Indonesia

  Faculty Member of Graduate School of Management, Institut Pengembangan Manajemen Indonesia – Monash University, Jakarta, Indonesia

  Lead Lecturer of Graduate School of Management, Institut Manajemen Global Universal, Ujung Pandang, Indonesia

  Guest Lecturer of Industrial Technology Faculty, Surabaya Institute of Technology, Surabaya, Indonesia

  Vice President of Veritas Computing School and Professional Development Center, Cibubur, Indonesia

PROFESSIONAL RESEARCH   Chairman of Renaissance Center, Perbanas School of

Computing and Information System, Jakarta, Indonesia   Consultative Member of National Defence Division,

Lembaga Ketahanan Nasional (Lemhannas), Jakarta, Indonesia

  Vice President of National Management System Division, Lembaga Ketahanan Nasional (Lemhannas), Jakarta, Indonesia

  Member of Indonesian Cyber Policy Club   Member of National Acreditation Board   Advisory Board of Indonesian Internet Business

Community

WORK EXPERIENCE Current:   Chief Executive Officer of Computer-Aided Training

Center   Chief Executive Officer of PT Prima Mitranata   President Director of PT Renaissance Sentra Indonesia   President Director of PT Mitra Humanika Persada   Director of PT Veritas Informasi Prakarsa   Director of PT Peta Akses Cakrawala

Past:   President Director of PT Mitra-Artec Prima Sejati   Information System Director of PT Macro-Data Internusa   General Manager of Training and Consulting, Jakarta

Consulting Group, Jakarta, Indonesia   Business Manager of Prosys Bangun Nusantara,

Jakarta, Indonesia   Associate Director of Information Technology, Balai

Lelang Indonesia, Jakarta, Indonesia   Corporate Advisor, Rodamas, Jakarta, Indonesia   Consultant in Information Technology, Price

Waterhouse, Jakarta, Indonesia


Agenda for Today

Session 9 Knowledge Technology

technology

Session 8 Knowledge

Content

content

Session 7 Knowledge Community

people

Session 6 Knowledge

Management

process

KM in HIGHER EDUCATION Academic Department

Program of Study

Information technology




  Session 6 Proactive Knowledge Management in Higher Education and the Role of Academic Department in Knowledge Management

  Session 7

Developing Knowledge Based and Knowledge Creating Community: Lecturer, Student, and Alumni Department

  Session 8

The Improvement of Learning Material and Knowledge Content in Academic Department and Program of Study

  Session 9

The Improvement of Learning Process, Teaching Method, and The Application of Effective Technology in Learning and Education


Session 6

Proactive Knowledge Management in Higher Education and the Role of Academic Department in Knowledge Management


The Key Success Factors in Managing Higher Education

Four Ms Plus

Men

Machines

Materials

Money

Knowledge

““The Balance of Resources has changed…””


Higher Education Structure

HIGHER EDUCATION INSTITUTION

ACADEMIC DEPARTMENT

PROGRAM OF STUDY

PROGRAM OF STUDY

PROGRAM OF STUDY

ACADEMIC DEPARTMENT

PROGRAM OF STUDY

PROGRAM OF STUDY

PROGRAM OF STUDY

ACADEMIC DEPARTMENT

PROGRAM OF STUDY

PROGRAM OF STUDY

PROGRAM OF STUDY


Stakeholders of Higher Education

Foundation Board of Trustees

Management Employee

Teachers Lecturers

Researchers

Students Scholars Alumni

Government Authorities

Industry Market Users

Communities Others

Products and Services

Products and Services


Why Stakeholders Need Knowledge ?

Daily Facts

Data

Information

Knowledge

Intelligence

+ procedure

+ context

+ experience

+ wisdom

““The value of knowledge is intelligence, in order to create another value…””


What is Knowledge Management ?

  Knowledge n. 1. The state or fact of knowing. 2. Familiarity, awareness, or understanding gained through experience or study. 3. That which is known; the sum or range of what has been perceived, discovered, or inferred.

  Management n. 1. The act, manner or practice of managing, handling, or controlling something. 2. The person or persons who manage a business establishment, organization or institution

Accenture Definition of Knowledge Management:

A systematic process for creating, acquiring, synthesizing, sharing, using and distributing information, insights and experiences to achieve your organizational goals.


Example of Knowledge

  Data Raw facts   Information A collection of related data with context and perspective   Knowledge Organized information that provides guidance or action   Wisdom The understanding that permits knowledge to be used

  Through an example: –  1234567.89 is data. –  "Your bank balance has jumped 8087% to $1234567.89" is information. –  "Nobody owes me that much money" is knowledge. –  "I'd better talk to the bank before I spend it, because of what has happened to

other people" is wisdom.


Philosophy of Knowledge Management

Raw Data

Information

Knowledge

Transaction

Increasing Performance

Organization Growth

Learning Organization


Why Higher Education Need Knowledge Management ?

  Knowledge Management (KM) –  evolves from the concept of

organizational learning –  with the aims

  to handle the resource knowledge in a better way

–  in order to   improve the higher education

skills at all levels of the organization (individual, group, division, alliances, program of study, academic department, institution)

–  this will lead to   more innovative   more efficient

–  organizations with a higher capacity to act

  Trends –  globalization (organization

networks) and competition –  stakeholder pressures –  cope with huge amount of

information and knowledge –  reduced product life cycle –  high innovation rate –  volatile market and industry

  Challenges –  to understand knowledge as a

factor of production –  to realize that learning rate is

essential for successful organizations

–  avoid loss of knowledge →→ to build Learning Organizations


Value of Managing Knowledge in Higher Education

  Information is power, hence, it is hoarded

  Work is optimized in silos, delivering value within work units

  Information, experts, and lessons learned are hard to locate

  Underutilized investment in technology

  Local focus on information, reacting to situations

  Knowledge is seen as a valued organization asset; people sharing knowledge is the only way to improve

  Work is optimized by virtual, integrated teams, delivering value as an enterprise

  Organization memory is captured, measured, improved, and easily accessed

  Technology fully supports higher education needs and delivers value

  Global focus on organization knowledge proactively seizes upon opportunities

Typical Organization Scenario Knowledge Management Approach


Knowledge Matrix in Higher Education

 Systematic, repeatable work  Highly reliant on formal processes, methodologies or standards  Dependant on tight integration across functional boundaries

Collaborative Groups

Individual Actors

Routine Interpretation/ Judgement

eg Facilities Management

 Improvisational work  Highly reliant on deep expertise across multiple functions  Dependant on fluid deployment of flexible teams

eg Academic Quality Enhancement

 Routine work  Highly reliant on formal rules, procedures and training  Dependant on low-discretion workforce or automation

eg Student Administration

 Judgement-oriented work  Highly reliant on individual expertise and experience  Dependant on star performers

eg Teaching and Lecturing

Integration Model Collaboration Model

Transaction Model Expert Model

Inte

rdep

ende

nce

Complexity of Work


Reactive Knowledge Management

““Solution Centered Support”” Capture, Optimize, Deliver Pros   Lower cost of ownership   Immediate reuse

Cons   Low Quality   Repetition   Inconsistency


Proactive Knowledge Management

““Product Development”” Design, Develop, Deliver Pros   High Quality   Reusable

Cons   Higher cost of ownership   Latency of knowledge


Reactive and Proactive Knowledge Management

Quality

Cost

s

  High Quality   Reusable   Manageable

  Low Cost of Ownership   Immediately Accessible   Flexible


Elements of Knowledge Management in Higher Education

M U L T I P L E D I S C I P L I N E S

KNOWLEDGE MANAGEMENT The Architecture of Higher Education

Higher Education Principles Organization Development Organization Behavior Systems Management

 Intranet  Internet  E-mail  Data Warehousing  Search Engines  Decision Support  Process Modeling  Management Tools  Communications

TECHNOLOGY

TECHNOLOGY

 Academic Department  Program of

Study  Supporting

Functions  R&D  Processes  Procedures  TQM/BPR/ISO

ORGANIZATION

ORGANIZATION

 Rector/Chairman  Head of Academic

Department  Head of Program

of Study  Head of Divisions  Chairman of the

Education Foundation  Advisory Boards

LEADERSHIP

LEADERSHIP

 Data/Content  Intuition  Innovation  Learning

Community  Virtual Teams  Shared Results  Exchange Forums  Communications  Culture

LEARNING

LEARNING

Environmental Influences

Social

Political Governmental

Economic

People Process Technology Content Teaching and Education Deliverables – Research and Development – Public and Professional Services


KM = People + Process + Technology + Content

Context Structuring

Connections

Interpretation Experience

Skills Learning Cognition

Data Information Knowledge

Humans and Knowledge Management Systems

PEOPLE and STRUCTURE (Organization)

PROCESSES

TECHNOLOGY TECHNOLOGY CONTENT


Portfolio Management of Higher Learning

HIGHER EDUCATION INSTITUTION

Academic Department

A

Academic Department

B

Academic Department

C

Academic Department

D

Academic Department

E

Academic Department

F

Academic Department

G

  Different Size   Different Contribution   Different History

  Different Strategy   Different Characteristics   Different Life-Cycle

  Different Issues   Different People   Different Resources

Rule of Conduct Ethics

HR Remuneration

Chart of Account Legal and Regulatory

Vision and Missions Policy and Procedures

Technology Infrastructure

Government Rules

Foundation and Sponsors

Network and Partners Shared Resources

Organization Structure


Inside Academic Department

ACADEMIC DEPARTMENT

Program of Study

1

Program of Study

2

Program of Study

3

Program of Study

4

Program of Study

5

Program of Study

6

Program of Study

7

Program of Study

8

  Different Characteristics   Different Objectives   Different Resources   Different Prospect   Different Size   Different Contribution   Different Life Cycle

Shared Resources

Join Courses

Responsibilities

Accountability

Infrastructure

Financial Sources


Components of Program of Study

modules

learning objects

sessions

units

programme of study

Products and Services CUSTOMERS

PEO

PLE

and

PRO

CES

S

TOO

LS and TECH

NO

LOG

Y


Modular Approach

 Institution  Academic Department  Program of Study

 E-Learning  Partnership  Remote Campus

 People  Modules  Resources

CUSTOMERS Products and Services


Inside the Academic Department

Teaching Research

and Development

Services

Academic Administration

Finance and Accounting

Human Resource and General Affairs

Student Services

Revenue Stream

Cost Center

Core Processes

Support Activities

Industrial Relationship

Campus Infrastructure


Campus Main Stakeholders

Front Office Processes

Back Office Processes Academic Administration

Human Resourcs and General Affairs

Finance and Accounting

Teaching

Research and Development

Services

Student Services

Foundation

Employees

Government

Lecturers

Commu- nities

Students and

Alumni

Industry Partners

Other Universities

Industrial Relationship

Campus Infrastructure


Knowledge Objectives Matrix

Front Office (Core Processes)

Back Office (Support Activities)

Students Quality of Deliverable Fast and Cheap Flexible

Lecturers Facility Quality Knowledge/Adaptability Academic Environment

No Bureaucracy Flexible

Industry Partners New Profit Stream Contract Control

Communities New Products/Programs Continuing Study

Cheap Reachable

Other Universities Cross Registration Join Operation

Foundation More Revenue Cost Containment Leverage Investment

Employees Hands-Off Administration Good Salary/Benefits Empowerement

Government Regulation Compliancy Quality of Education

Standard Report Submission

Stakeholders Process Type


Competition Arena in Front Office

Our University

Other University

1

Other University

2

Other University

3

Students Lecturers

  Cheaper   Better   Faster

  Teaching   Research and Development   Services

in terms of

Customers Domain

Other Universities\

Industry Partners

Communities

Knowledge Management


SAP Best Practice on Higher Learning C

ore

Proc

esse

s Su

ppor

t Act

iviti

es


Competition Arena in Back Office


  Managing Resources   Making Strategic and Operational Decisions

in terms of





The Role of IT in the Competition

Role 1 Transaction Enabler



Role 2 Decision Making Support



Role 3 Communication

Tool


Tool


Role 1: Knowledge Source








Tool


Tool

Knowledge Sources


Role 2: Knowledge Generator








Tool


Tool

Knowledge Generator


Role 3: Knowledge Distribution








Tool


Tool

Knowledge Distribution


Foundation Board of Trustees

Management Employee

Teachers Lecturers

Researchers

Students Scholars Alumni

Government Authorities

Industry Market Users

Communities Others

Bottom Line: Portfolio Approach

KNOWLEDGE FROM INFORMATION

FROM DATA FROM DAILY FACTS


Knowledge Engine: IT Anatomy and Infrastructure

Supports and Services

Business and Management Transaction

Enabler

Decision Support System

Communication and Networking Tools

1

2

3

Applications

Databases

Hardware, Network and Communication

User

s & S

take

hold

ers

4 People and Structure

5 Governance


Logical Development of Knowledge Management

Applications Portfolio

H/W, Network & Infrastructure

I.T. Departement Structure

Policy and Governance

Database Mngt. System

Business Processes

Tools and Technology

Users and Stakeholders Mngt.

Supports and Services Mngt.

Data, Information, & Knowledge

Busin

ess D

omain

Te

chno

logy

Dom

ain

1

2

3

4

5

1

2

3

4

5


Zachman Framework Principle

WHAT data HOW

function WHERE network WHO

people WHEN time WHY

motivation

ENTITIES PROCESSES LOCATIONS ORGANISATION EVENTS STRATEGY GOALS Scope and Objective

ENTITY RELATION PROCESS

FLOWS LOGISTIC NETWORKING ORGANOGRAM BUSINESS

SCHEDULE BUSINESS PLAN Business and

Enterprise Model DATA

MODEL DATA FLOWS SYSTEM

TOPOLOGY USERS PROCESS STRUCTURE KNOWLEDGE

ARCHITECTURE Information System Model

DATA DESIGN STRUCTURE

CHART SYSTEM ARCHITECTURE USERS

INTERFACE CONTROL STRUCTURE KNOWLEDGE

DESIGN Technology Constrained Model

DATABASE DESCRIPTION PROGRAM

SOURCE NETWORK ARCHITECTURE SECURITY INTERRUPTS KNWLEDGE

BASE Detailed Representation

DATA FUNCTIONS COMMUNICATION ORGANISATION SCHEDULE USE Working System

1 2 3 4 5

Driven by University Organization/Business Plan


About Education System in Indonesia

Full Independent Organization   Market Based   Customer Oriented   Self Regulation   Industry Convergence

Fully Controlled by External Authorities   Depdiknas   Dikti   Kopertis   BAN   Other Sectors

the trend

the fact

““We are here…””

PRAGMATIC SOLUTIONS   Off-the-shelf : 10%   Customization : 65%   Tailor-made : 25%

Dynamic Environment (Sensitive to Change)


Cubes of Education Governance

Internal External

University Faculty

Department

College

Academy

Sister University

Off Campus Long

Distance

Frequent Reports Ad-hoc Queries

Tri Dharma

Perguruan Tinggi

Competence

Skills

Programs

Org. Entity Certification

Knowledge

Research Royalty Patents

Services

Knowledge Management Industry Transformation

Org. Growth based

on Specific

Business Plan

+


Trend on Higher Education

From studying once a life to life-long learning

From ivory towers to competitive markets

From single-mode universities to multiple-mode univ.

From broad scope universities to profiled universities

From isolated universities to cooperating universities

From single-faculty curricula to inter-faculty curricula

From broad basic studies to just-in-time basic studies

From curricula-oriented degrees to knowledge certificates

From term-oriented learning to learning on demand

From linear curricula to learning spaces


New Ways of Learning

TRADITIONAL TEACHING NEW LEARNING

Teacher-centered instruction Student-centered instruction

Single-sense stimulation Multisensory stimulation Single-path progression Multipath progression Single media Multimedia

Isolated work Collaborative work Information delivery Information exchange Passive learning Active/inquiry-based learning Factual, knowledge-based Critical thinking, informed decision

making Reactive response Proactive/planned action Isolated, artificial context Authentic, real-world context


The New Knowledge Institution: University Functions

  Knowledge work force (this time, focused on continuous learning)   Basic research & discovery   Commercialization and entrepreneurship   Business development & business enhancement services   Active application of knowledge to identify and solve local or regional

problems


The New Knowledge Institution: University Characteristics

  More niche-building and world-class programs   New integrated models in research   Restructuring of degree & non-degree programs & willingness to ““train””   Explicit variation in delivery modes & locations   Accommodation of more varied learner constituents, especially adults   Enlarging roles of faculty as professional problem-solvers   More open and mixed-use campus environments   Different & business-friendly academic culture


Scope of Higher-Learning Education

  University is the most complex organization entity within the education environment

  Subsets organization of university: –  College –  Academy –  Training Center –  Center of Knowledge –  Research Center –  Etc.


Higher-Education Types

  Corporate universities –  From MacDonald’s Hamburger University (1961) –  to IBM Global Learning University

  Private on-line providers (dotcom educators) –  Unext.com –  Pensare –  NotHarvard.com –  Education One Dotcom –  FT Knowledge

  Higher education brokers –  Western Governors University –  EUNITE - European Virtual Campus –  Campus Virtuel Suisse

  Public universities


Knowledge Providers

  Traditional: –  Colleges and universities—private and public –  Vocational/technical schools –  K-12 systems –  Corporate (internal) education/training programs

  New: –  University-led on-line universities:

  Western Governors University   NYU Online, Inc.

–  Corporate universities (now nearly 2,000)   Motorola University   LearnShare, Inc.

  Future: –  Industry Models:

  Michigan Automotive College –  Mixed academic-private ““mega-entities:””

  Consider potential impact of a joint venture university that would include Microsoft, Disney and University of California or Harvard University


Obstacles to Successful Knowledge Management

From KM Magazine, March 2000, International Data Corp. study

Lack of understanding of KM 55%

Lack of time 45%

Lack of skill in KM techniques 40%

Culture does not encourage sharing 35%

Lack of incentive to share 30%

Lack of technology 24%

Lack of commitment of Senior mgmt 18%


KM in Action for University Management


KM in Action for University Management (continue)








Session 7

Developing Knowledge Based and Knowledge Creating Community: Lecturer, Student, and Alumni Department


Knowledge Management System

Knowledge Communities

Knowledge Infrastructure

Knowledge Processes

Knowledge Base

Knowledge Workers


Knowledge Enabling the Organization

Embed processes for sharing and leveraging knowledge in day-to-day business processes

Integrate KM and operational systems Develop an information

architecture that deals with the full spectrum of knowledge and information used to prosecute business

Form sustainable cross-organizational networks to accelerate the flow of knowledge



Knowledge Processes

Knowledge Base

Knowledge Workers


Knowledge Workers in Higher Education

Lecturers Students and Alumni

Researchers Management and Employees

Academic Department

POS

POS

POS

Academic Department

POS

POS

POS

Academic Department

POS

POS

POS


INTERNET

Knowledge Communities in Higher Education



Mailing List

Discussion Groups

Newsgroup

Community of Interest

Research Group

Knowledge Center

Center of Excellence

Email

Chat

Website


Daily Interactions

Physical Documents

Knowledge Base in Higher Education

Lecturers

Students and Alumni

Researchers

Management and Employees

Intranet

Internet

Extranet


Knowledge Base in Higher Education (continue)

No System

(Traditional)

Electronic Document

Management System

Paper Based

Document Filing

System

Database Management

System

Yes No

No

Yes

DIGITAL FORM

STRUCTURE / STANDARD


Knowledge Base in Higher Education (continue)

ERP-based Education System

Meta-Data based Electronic Document Management System


Knowledge Processes in Higher Education

Teaching Instruction 1. Teaching regular course offerings 2. Developing course materials 3. Developing replicable systems of instruction 4. Developing new course/labs 5. Coordinating clinical teaching/independent study/tutorials Advising 1. Advising students on programs of study 2. Sponsoring of advising student groups 3. Serving on master’’s or doctoral supervisory committees 4. Chairing master’’s or doctoral supervisory committees Service Faculty Service 1. Serving on departmental, college, or university committees 2. Serving on the faculty senate 3. Chairing any committee (student, faculty, etc.) 4. Serving as a sponsor for student activities/groups Professional Service 1. Activity in professional organizations (holding office, serving on

committees or boards ) 2. Consulting to organization or corporations 3. Consulting to university/ colleges, etc. Public or Community Service 1. Participating in local, state, or national civic activities and organizations 2. Applying academic expertise in the local, state, or national community

without pay or profit

Scholarly Research / Creative endeavors Publications 1. Book 2. Journal and magazine article 3. Monograph, etc 4. Presenting recitals and exhibitions 5. Staging, directing, or acting in musical, theatrical, and dance productions 6. Exhibiting paintings, sculptures, and other creative arts 7. Developing software / media 8. Reviews 9. Nonrefereed material 10. Citation counts 11. Invited/ contributed presentation 12. Invited/ contributed papers 13. Poster session Ongoing research 1. Basic scientific investigation, both theoretical and applied 2. Investigation of educationally relevant problems Professional Recognition 1. Awards, honors, or invited presentations 2. Achieving advanced degrees, certification, etc.


Knowledge Infrastructure in Higher Education


Knowledge Infrastructure in Higher Education (continue)

Frontpage

Personalization



News

Email

Calendar

Forum



Polling

SMS Gateway

Alert



DB Connectors

Workflow Engine

Report Builder

Clipper Engine



Workgroup

Role Management

System Admin.

Monitoring


Key Success Factor: EFFECTIVE SEARCH ENGINE



Knowledge Processes

Knowledge Base

Knowledge Workers



Virtual World Physical World


Favorite Search Engine: www.google.com

Search Command   Symbol + - and or not   Filetype .ppt .pdf .doc .xls .jpg   Site .edu .org .com   Inurl   Url   Title

Search Keyword   Call for Paper   Scholarship   Research   [subject name]   [course name]


Five R-Collaborative Inquiry Framework

What is the problem/ issue/ puzzle about STUDENTS’’ LEARNING ?

  Reflect …the context , past experience of teaching and learning - mental models, assumptions and beliefs?

(e.g. Problem: Learning is Individualistic, knowledge as ‘static’, abstract & universal, knowledge is cumulated not developed, teacher’s role mainly to impart and to discipline…)

  Recognize… identify the reason or cause of the problem (How do students learn and teachers teach? - strategies & activities)

  Realize…self as one possible solution (What are the other kinds of learning & instructional strategies to be use?)

  Respond…possible actions to be taken

  Resolve…to persevere in solution of problem


Why PBL and PBI ?

1.  Changing Environment & Its Impacts on Education   Knowledge explosion & ““embeddedness””   New knowledge-economy drivers:technology   New communities / relationships with old roots and but new grafting   New problems with old symptoms - collaboration vs competition

2. Changes in Tertiary Institutions & Their Impacts on Teaching and Learning –  Higher Education as tools of economic policy –  Massification and great diversity of abilities & talents –  Market forces and requirements –  Marketization of higher education

  Recruitment   Learning and Assessment.

3. Problem-based Learning: Problems - oriented to academic and social/economic needs

-real to life, often messy and ill-structured. Skills and abilities in higher order thinking and operation -need facts & procedures to make decisions and solve problems Roles and functions of learners & teachers change -encourage close contact, cooperation, mutual respect Learning & teaching: individually, in groups/teams, -just-in-time, on-the-job to maintain standard /competitiveness


Student Learning Problems: Reasons and Solutions

1.  Inability to discern that different types of knowledge and skills should be learned in different ways.   Concept of ““Knowledge embeddedness”” and ““situated learning””.   Concept of ““procedural””, ““declarative””, inert knowledge   Concept of deep, conceptual kind of learning   Concepts of ““fixing””, ““shaping””, ““automaticity”” in skills acquisition

Consequence for teaching:

–  Should neither teach simple hierarchies of actions nor simply having students to work on their own in reading, discussion, hands-on materials in an unfocused way.

–  Should aim at Goal-oriented learning in context.


Student Learning Problems: Reasons and Solutions (cont.)

2. Students bring prior knowledge to new learning. –  Concept of ““readiness”” , ““motivation”” and ““needs”” –  Concept of beliefs, assumptions, experience, history and culture –  Misconceptions, bias, prejudice , shallow learning

Consequence for teaching: –  Teachers need to make this knowledge explicit , then build upon it or, if

necessary, challenge it. –  Should aim at reframing ‘‘problem/knowledge’’, explain and elaborate the

concepts, cause to relearn or practice the skills, and challenge the assumptions & correct the misconceptions, if possible, change biases and prejudices, deepen learning -reflection.


Student Learning Problems: Reasons and Solutions (cont.)

3. Social nature of knowledge and learning. –  Concept of ““social cognition”” and ““ knowledge community”” –  Concept of ‘‘zone of proximal development ‘‘ and ‘‘Situated learning’’ –  Concept of knowledge-building and learning organizations

Consequence for teaching: –  Teachers scaffold students’’ learning in specific concepts, coach for skills

acquisition, and practice ‘‘cognitive apprenticeship’’ in ‘‘activity’’. –  facilitate students learning in pairs, groups to articulate concepts and skills,

rehearse and practice cognitive and social skills, if possible in ““authentic”” situations.


Effective Teaching

  Effective teachers have personal qualities to –  develop authentic relationship with students –  understand the knowledge-base in learning –  execute a repertoire of best practices –  disposition to reflect and solve problems

  Learn about the scientific basis of teaching and learning through research & reflective practice.

  Function effectively as –  Leader & ““expert”” –  Communicator & facilitator –  Organizer & manager


Old Learning Approaches

The Behavioural Approach

  Teachers organize student learning according to specific goals based on what students need to learn (observable, measurable, criterion-based)

  Teachers give direct instruction on specific knowledge, skills and attitudes that are to be learned & applied according to specified rules.

  Teachers reinforce instruction by providing opportunities for rehearsal and practice.   Students learn by imitation, memorization, and practice.   Students are conditioned to learn mainly because of needs and external stimuli.   Students transfer knowledge, skills and attitude often in ““academic learning

situations””


Old Learning Approaches (continue)

The Cognitive Approach

  Teachers enable students to process information based on specific objectives and different cognitive strategies (behaviour may not be seen)

  Teachers organize tasks and activities based on students’’ needs and the conditions of a particular learning context/situation.

  Teachers use rehearsal and elaboration techniques in teaching.   Students work through tasks and information, assimilate new information and

accommodate it in their mental schemata.   Students retrieve information from short term and long term memory to solve

problems, and transfer learning.   Students may discover new knowledge sometime under the guidance of the teachers.   Students find learning meaningful when the learning is interesting and meet their

needs and curiosity.


New Learning Approaches

The Constructivist Approach

  Teachers organize student learning according to specific goals based on students’’ prior knowledge, understanding and experience,

  Teachers facilitate new learning either independently or in groups to aim at multiple perspectives and multiple solutions to problems.

  Students learn independently to construct knowledge individually most of the times.   Students cooperate and share knowledge and skills sometimes in group situations.   Students explore and discover things around them through diverse means and

situations.


New Learning Approaches (continue)

The Social- Constructivist Approach

  Teachers organize student learning using specific goals with different strategies based on students’’ prior knowledge and experience, their needs and the types of knowledge in a particular context/situation.

  Teachers assume different roles at different times : ‘‘expert- leader’’, ‘‘facilitator-guide ‘‘, sometimes as ‘‘coach-instructor’’ to bring about learning.

  Teachers use scaffolding and coaching techniques to bring about self-regulated and group-regulated social learning .

  Students learn independently, in pairs, or in groups depending on the context of learning usually in ‘‘zone of proximal development’’.

  Students usually learn through social interaction in problem-based activities that are ‘‘authentic’’, meaningful in a historical-cultural context.

  Students are encouraged to differentiate between different kinds of knowledge & sometimes appropriate and sometimes negotiate for new knowledge and solutions. Multiple perspectives encouraged.


Learning Theories and Instructional Strategies


The Spectrum of Teaching Styles

  Reproduction of Knowledge and Skills –  Command Style –  Practice style –  Reciprocal style –  Self-check style –  Inclusion style

–  Production of Knowledge and Skills   Guided discovery style   Convergent discovery style   Divergent production style   Learner-designed individual programme style   Learner-initiated style


Teaching Models and Active Learning

  Presentation Teaching   Direct Instruction   Concept Teaching   Cooperative Learning   Classroom Discussion   Problem-Based Instruction


Session 8

The Improvement of Learning Material and Knowledge Content in Academic Department and Program of Study


Big6TM: Information Problem Solving With Technology

What the People in Higher Education should Have


  What’s the task?   What types of information

do I need?   Prime Questions   Why? How? Which?

  Teacher Made Assignments   Web Pages   Online Discussion Areas   E-Mail   Internet Chat   Example:

 Global Pizza Recipe Lesson Plan

  http://dewey.cc.duq.edu/Workshops/GlobalPizza/ pizzarecipe.html

1: Task Definition


2: Information Seeking Strategies

  What are possible sources?   Which are the best?

  Database and Internet Search Strategies   Keyword   Subject   Phrase   Boolean Logic

? ?


3: Location and Access

  Where is each source?   Where is the relevant information within

each source?

  Internet General References   Subscription Databases   E-Mail

  Ask an Expert   http://njnie.dl.stevens-tech.edu/curriculum/

aska.html   Listservs/Newsgroups

  Internet Search Engines

I know!


4: Use of Information

  How can I best use each source?   What information in each source is

useful?

  Download and decompress files   Cut and paste information   Follow electronic citation guidelines   Record notes in wordprocessor   Use spreadsheets and databases to

organize and analyze data


5: Synthesis

  How can I organize all the information?   How can I present the result?

  Multi-Media Presentations   PowerPoint   Hyperstudio   KidPix

  HTML   E-mail Attachments   FTP   Example:

  Pizza Recipe Database   http://soar.Berkeley.EDU/recipes/


6: Evaluation

  Is the task complete?   Does my solution answer the original

question?   Did I find authoritative sources?   How can I do better?

  Format   Content   Kathy Schrock’s Evaluation Survey

  http://discoveryschool.com/schrockguide/ evalhigh.html

  Spell Check/Grammar Check   Information Literacy Skills Rubric

  http://dewey.cc.duq.edu/Workshops/GlobalPizza/ rubric.html


7: Social Responsibility

  Did I seek information from diverse sources?

  Did I respect intellectual property rights?

  Did I collaborate effectively with others?

  Acceptable Use Policies   Copyright and Fair Use

  http://www.duq.edu/Technology/copy/copyright2.html

  Netiquette   http://www.sc.edu/bck2skol/fall/

lesson11.html   Online Collaboration


–  University of Phoenix –  Open University –  Magellan University –  Western Governors University –  The Virtual University –  National Technological University/Stratys –  Jones International University –  Capella University

Cyber-College


  UNext/Cardean University   Stanford, Chicago, Columbia, Carnegie-Mellon,

LSE, Thomson

  Pensare Knowledge Community   Harvard, Duke, Wharton, Stanford, USC

  Caliber Learning Network   Georgetown, USC, Wharton, Johns Hopkins,

Columbia, Syracuse,Babson

  Network of Excellence in Training (NExT)   Heriot-Watt, Texas A&M, Oklahoma, Schlumberger

Mainly Corporate


  CognitiveArts   Harvard Business School,

Columbia

  Online-Learning   UCLA, UC San Diego,

Occidental

  Quisic (University Access)   LBS, UNC Chapel Hill, USC,

Dartmouth

  UK e-University   Global University Alliance

  GWU, Rochester Inst, Wisconsin, Derby, Oregon State

  Universitas 21   18 universities, 10 countries

Consortia


  retirees and alumni first… –  IC4Life (Imperial College Online)

–  ‘powered by Ericsson’

–  University Alliance for Life-Long Learning –  Stanford, Princeton, Yale, Oxford –  $3m each initial stake –  targeting 500,000 alumni

–  AARP Learning Commons –  ThirdAge.com –  Elderhostel

Grey Matters! Boomers, Curious Surfers


–  skillvest.com –  eCollege.com –  wizeup.com –  click2learn.com –  learn2.com –  convene.com –  hungryminds.com –  questeducation.com –  cyberu.com –  acadio.com

E-Colleges of Knowledge: Training and Development


  ‘living n loafing’, dating…and content

–  versity.com/ collegeclub.com –  studentUK.com –  eFollett.com –  stewed.com –  headfiller.com (Blackwell)

  readinglists.co.uk   well-thumbed.com

Student Sites


–  varsitybooks.com –  classbook.com –  swotbooks.com –  bigwords.com –  ecampus.com –  college-textbook.com –  collegemarketplace.com –  thebooklist.com –  textbooksatcost.com –  half.com

40% OFF

Deep-Discounters


Example: Lightning Source

  http://www.lightningsource.com   Lightning Source Inc., a subsidiary of Ingram Industries Inc. is "The

Digital Content Connection"SM –  Print-on-demand –  Vanity publishing


Example: Vanity Publishing Plus

–  Alex Catalog of Etexts   http://www.infomotions.com/alex

–  BookonWeb - http://www.bookonweb.com/ –  (Contentville) – closed this month –  Fictionwise – http://www.fictionwise.com –  KnowBetter.com – http://www.knowbetter.com –  The Library Place (informata.com)


Example: e-Book on Demand and Audio Book

There are minimal barriers to entry into publishing electronic books as opposed to becoming a print publisher

–  Mightywords http://www.mightywords.com –  St. Barthelemy Press http://www.stbarthelemypress.com/

  Audible –  http://www.audible.com


Example: Digital Textbooks

  Digital textbooks, offer a learning environment for a new generation of students by combining the strength of great academic content with the exciting capabilities of the personal computer and the Internet! Digital textbooks encourage integration, creative exploration, and active investigation

  Wizeup – http://www.wizeup.com   Addison-Wesley – http://www.aw.com   Metatext - http://www.metatext.com   Thomson eLearning (http://www.archipelago.com/)   Jones Knowledge.com http://www.jonesknowledge.com   Blackboard, etc. http://www.blackboard.com


Example: Sampling Textbook Publishing

  Web sites for supplementary materials, workbooks, exercises, case studies, exams, teachers manuals, prefaces, and bibliographies

  Easy updating   A few players

–  Addison Wesley – statistics   http://www.aw.com/stats/   http://www.awlonline.com/triola

–  Allyn & Bacon/Longman (Pearson)   http://vig.abacon.com/

–  Southwestern Publishing http://www.swcollege.com/ –  Thomson Learning http://www.thomsonlearning.com/


Example: Library Community

  Going to the publisher world and converting output to digital format those things that began life as print

–  NetLibrary http://www.netlibrary.com –  Questia http://www.questia.com –  Ebrary http://www.ebrary.com –  MeansBusiness

http://www.meansbusiness.com


Toys for Electronic Book


Technology Components

  e-book hardware   e-book software   converting   e-publishers and booksellers   digital textbooks   library community products   standards   rights management   copyright/security issues   future trends


Tablet PC: RCA REB1200


HP CapShare 910 Appliance

  Capture: Uses freeform motion to electronically capture documents in seconds

  Store: Stores and displays 50 letter-sized documents with 4 Mbytes of built-in memory and LCD display

  Portable: Fits in the palm of your hand, uses off the shelf AA batteries. Lightweight (12.5 ounces including batteries) and rugged

  Fast: Captures typical text page in under 6 seconds


E-Book Appliances

  Handheld reader for digital content

  Browse, search, annotate, highlight, bookmark, link, & reference

  Paperback-book size, 20 oz.

  Capacity: 4,000 pages

  Price: Under $500 (not finalized)

  High-contrast, high-resolution, back-lit black & white touchscreen

  Reader-selectable fonts

  Long-lasting, rechargeable battery

  Capacity: 4,000 pages

  Investors: Barnes & Noble, Bertelsmann


Everybook Inc.

Everybook can download periodical subscriptions overnight, including ads


Softbook

SoftBook investors include Random House and HarperCollins


Librius

  Portable Personal Library Systems

  Bellevue, WA-based   Millennium Reader (avail. Q4 1998) Light, compact, low-cost (< $200)

reading device -- easy to operate, easy to read in bright light or semi-darkness

  Purchase & download books over the Internet

"By 2000, Librius expects that it will cost less than $1 to make and distribute a title, including all corporate overhead, storage and download costs."

- Don Bottoms, Librius President


Delivering the News with NewsPad from the Acorn Group


The Journey Toward Expertise

Knowledge System

Performance Zone

Beginner Expert

Work Training

Knowledge Managers

Expertise

A Knowledge System is an ecosystem.


The Journey Toward Expertise

Knowledge System

Beginner Expert Performance Zone

Work Training

Knowledge Managers

Expertise

A Knowledge System speeds up the development of expertise in both individuals and organizations.


From Instructional Designer to Knowledge Manager

  Manage knowledge processes: knowledge creation, classification, visualization, distribution and transfer (turn knowledge to learning and learning to action)

–  Conversion of corporate know-how into Knowledge Objects –  Champion for the Knowledge System –  Collaboration moderator –  Corporate knowledge journalist –  Best practice facilitator

Don’t waste your time to learn authoring tools, flash programming, and HTML!


Knowledge Systems

 Training System – Training – Static, hard-to-change content – Event – Broadcasting – $$ in training – Short-term transfer – Cost center – Isolated knowledge source – Instructional designers as process specialists – Training value(t) decreases – Expensive

 Knowledge System – Knowledge – Dynamic, smart content – Process – Network & Community – $$ in support – Total knowledge lifecycle – Corporate asset – Centralized knowledge base – Instructional designers as knowledge managers – Knowledge value(t) increases – Invaluable


Knowledge System Design™

 Instructional System Design – Training needs – Instructional objectives – Sequential – Event driven by static content – Requires completeness – The medium is the delivery – Knowledge & skills acquired through instructional delivery – Evaluation focuses on learning – Driven by instructional designers

 Knowledge System Design – Knowledge needs – Knowledge objects – Repository – Process driven by dynamic content – Evolutionary – The medium is a channel – Knowledge & skills acquired through training and support – Evaluation focuses on business – Driven by knowledge managers


Object-Based Learning System


Learning Objects

Asset WAV

Asset HTML

Fragment

Asset GIF

Asset XML Doc

Asset JavaScript Functions

Tagged Asset

Asset Flash Object

Asset JPEG

Raw Media Meta - Data

Asset Whole Web Page

Asset

Content Package

Assets are authored and tagged with meta-data – the created assets are first level IP


Reusable Learning Experience

Asset WAV

Asset HTML

Fragment

Asset GIF

Asset XML Doc


Asset Flash Object

Asset JPEG


Asset WAV

Asset HTML

Fragment

Asset GIF Asset

XML Doc


Asset Flash Object

Asset JPEG

SCO content.htm Api=getAPI(); Var result = api.LMSInitialize(““””); Var val = api.LMSGetValue(cmi.abc.xyz””);

Var result = api.LMSFinish(““””);

AAsssseettss aarree aauutthhoorreedd iinnttoo aa ((hhooppeeffuullllyy)) rreeuussaabbllee lleeaarrnniinngg eexxppeerriieennccee ((aa SShhaarraabbllee CCoonntteenntt OObbjjeecctt)) –– aaddddiinngg nneeww IIPP iinn tthhee pprroocceessss


Learning Strategy Experience

CSF SCO

SCO SCO SCO SCO SCO

SCO

Tagged Content Aggregation

Asset WAV

Asset HTML

Fragment

Asset GIF

Asset XML Doc


Asset Flash Object

Asset JPEG


Asset WAV

Asset HTML

Fragment

Asset GIF Asset

XML Doc


Asset Flash Object

Asset JPEG

SCO content.htm Api=getAPI(); Var result = api.LMSInitialize(““””); Var val = api.LMSGetValue(cmi.abc.xyz””);

Var result = api.LMSFinish(““””);

Meta-data

Meta-data

Meta-data

Meta-data

Meta-data

Content objects are authored into a specific learning strategy experience – adding still more IP


Content Package

CSF (Content Aggregation) SCO

SCO

SCO

SCO

SCO

SCO

SCO Course Meta-data

Content Meta-data

Course Meta-data

Course Meta-data

Course Meta-data

Tagged Content Aggregation

DOI

DOI

DOI


Object-Oriented Content


One-to-One Agreement

Content Users Exchanges Content Owners

Defense

Education

Energy

Finance

Government

Healthcare

Legal

Manufacturing

Publishing

Defense

Education

Energy

Finance

Government

Healthcare

Legal

Manufacturing

Publishing


Many-to-Many Relationship

Content Users Exchanges Content Owners

Learning Object Network DOI (Digital

Object Identifier) Registry

and Authenticated Infrastructure

Defense

Education

Energy

Finance

Government

Healthcare

Legal

Manufacturing

Publishing

Defense

Education

Energy

Finance

Government

Healthcare

Legal

Manufacturing

Publishing

Re-purpose, Distribute and Update


Demo of Applications

1.  Cisco Internetworking Overview [Computer Science] 2.  Extend [Industrial Engineering] 3.  Start-Up [Business and Management] 4.  Drug Abuse [Medical] 5.  Oil Tycoon [Oil and Gas] 6.  @Risk [Project Management] 7.  Capitalist II [Finance] 8.  Virtual-U [Education]

Set of Presentation Materials


Session 9

The Improvement of Learning Process, Teaching Method, and The Application of Effective Technology in Learning and Education


Enlargment of Education

Higher Education

Information Technology

Tele- communications

New Knowledge Industry


Universities and Corporations: the Knowledge Difussion

Knowledge Creation

Knowledge Transmission

Knowledge Application



2002 Asia-Pacific Meeting on Bridging Digital Divide

Established in 1995 to promote cooperation in education, science and culture in the Southeast Asian region.

Member Countries 1.  Brunei Darussalam 2.  Cambodia 3.  Indonesia 4.  Lao PDR 5.  Malaysia 6.  Myanmar 7. Philippines 8. Singapore 9. Thailand 10. Vietnam

Associate Member Countries 1.Australia 2. Canada 3. France 4. Germany 5. Netherlands 6. New Zealand

Affiliate Member: The International Council for Open and Distance Education (ICDE)


SEAMEO Recommendation

  Any suggestion to physical infrastructure layout of ICT network to serve SEAMEO Centers should be tied in to existing public networking infrastructure in host countries.

  Resources should be geared toward the nations, which need to increase their capacity the most.

  Linkages and partnerships with existing organizations/institutions at national, regional and international levels should be established and strengthened;

  Content and infrastructure development should be done simultanously;   More focus and emphasis should be given to the improvement of people knowledge

and skills in ICT.


SEAMEO Initiatives and Future Direction

  SEAMEO Initiatives –  a. Developing Local Content –  b. Promoting IT as an Educational Tool –  c. Developing MIS of SEAMEO Member

Countries –  d. Promoting Online Forum

  INNOTECH Course on IT –  Utilizing Leading-Edge Technologies for

Quality Education –  Technology Tools for Producing

Instructional Materials –  Using Computers in Teaching-Learning

Process –  Technology Applications in Education:

Teachers and Teachers Trainers –  The Principal as CEO and Technology

Leader

  SEAMEO Future Direction –  SEAMEO IT Task Force -- SEAMEO Action

Committee –  IT Development Plan, to facilitate the

development of SEAMEO Centers and their programs through proper and appropriate development of ICT.

–  SEAMEO Infrastructure –  Cyber Education –  Virtual Library


IT in Education

Distance Learning

e-Learning Online Learning

Computer-based Learning

Selon Keith Bachman, WR Hambrecht+Co


Tele-Lecture

Telelecture with Audio Video Feedback   from teacher in studio to distance learning group(s)  from teacher in original classroom to distance learning group(s)


Face-to-Face Lecture

Face to face lecture/seminar   teacher guided

  data beamer

  individual laptops


Online-Seminar

Online-Seminar Individually tutored cooperative grouplearning (synchroneous/ asynchroneous)

Tutor


Web-Based Learning

Individualized webbased learning   learner directed

  guidline directed

  with or without tutorial support (synchronoues/ asynchronoues)

Tutor


Goals of Online Learning

  Didactic Goals –  higher motivation –  appropriate visualisation –  increased efficiency –  individual interaction –  immediate feedback

  Educational Goals –  visual literacy –  competence to communicate –  competence for knowledge management –  preparation for life

  Political Goals –  equivalent chances for everybody –  access to higher education –  ability for international cooperation and

competition   Economical Goals

–  cost reduction of university`s expensive –  income by selling educational products

and services   Organizational and Structural Goals

–  lean management in higher education –  increased flexibility of curricula –  international aknowledgement of credits


Global Education Market

educationbroker

accrediting andcertification

agency

virtualuniversity

modernized distance university/ new national/ international vu

traditional university

"dual-mode" universityintegration of

IuK technologiesin face- to face teaching

virtual corporate university

virtualuniversity network

national/ international

internationaleducationconsortium

with local study centers


The Requirements

  necessary innovations didactics problem-oriented self-guided constructivist cooperative learning management of university studies flexibility university administration online

  training of teaching staff for using multimedia   reconsidering the strenghts of traditional university and

combining these with advantages of online learning

  infrastructure needed : ICT center (centralized or decentralized for production, promotion and evaluation of multimedia use)


The Trend and the Challenge

Leicester University

Binus/Curtin IPMI/Monash Trisakti/ECU

Universitas Terbuka ITB/IBI

Kelas Jarak Jauh (Distance Learning)

Kampus Jarak Jauh (Off Campus)

National (Between Two or

More Local Organizations)

International (Between One/More

International Organizations and One/More Local

Organizations)


Main Principle

SAVE MONEY 2 Financial, Manufacturing, Services 1 Administrative

MAKE MONEY 4 Mega Decisions 3 Marketing, Distribution, Customer Service

REMAIN IN BUSINESS 5 People Systems, Home Computers

OPERATIONAL CONTROL 2 Asset Management 1 Process Management

ORGANIZATIONAL EFFECTIVENESS 5 Restructuring of the Industry 4 Restructuring of the Organization 3 Growth and Increase in Market Share

FUNCTIONAL USE MANAGEMENT FOCUS

Reducing Costs

Leveraging Investment

Enhancing Products and Services

Enhancing Executive Decision Making

Reaching the Consumer

Above the Line

Below the Line

1

2

3

4

5


Lincoln University, USA


UNCG Campus, USA


Universiti Teknologi PETRONAS, Malaysia


MIT, USA


Open University, Europe


What Matters in Web-Based Applications for Education

1.  Navigation 2.  Communication 3.  Content Organization 4.  Assessment Tools 5.  Customization 6.  Student and Course Management


Navigation


Navigation


Communication


Communication


Communication


Communication


Content Organization
























Assessment Tools


Assessment Tools


Assessment Tools


Assessment Tools


Assessment Tools


Assessment Tools


Assessment Tools


Assessment Tools


Assessment Tools


Customization


Customization


Customization


Customization


Customization


Customization


Customization


Customization


Student and Course Management








Demo of Open Source Application


The End


Books by Dr. Richardus Eko Indrajit


Richardus Eko Indrajit

http://www.indrajit.org

[email protected] [email protected]

Q&A

Thank You