I did my best to mark those paragraphs that I thought conveyed the spirit of this post, but would still encourage you to read the whole thing. It was a difficult task, since the post is extremely rich in common sense profundity. It challenges much of what has become standard practice in learning and in business and industry.
Amplify’d from chronicle.com
I want to suggest a different way of seeing, one that's based on multitasking our attention—not by seeing it all alone but by distributing various parts of the task among others dedicated to the same end. For most of us, this is a new pattern of attention. Multitasking is the ideal mode of the 21st century, not just because of information overload but also because our digital age was structured without anything like a central node broadcasting one stream of information that we pay attention to at a given moment. On the Internet, everything links to everything, and all of it is available all the time.
Unfortunately, current practices of our educational institutions—and workplaces—are a mismatch between the age we live in and the institutions we have built over the last 100-plus years. The 20th century taught us that completing one task before starting another one was the route to success. Everything about 20th-century education, like the 20th-century workplace, has been designed to reinforce our attention to regular, systematic tasks that we take to completion. Attention to task is at the heart of industrial labor management, from the assembly line to the modern office, and of educational philosophy, from grade school to graduate school.
When we gave a free iPod to every member of the entering first-year class, there were no conditions. We simply asked students to dream up learning applications for this cool little white device with the adorable earbuds, and we invited them to pitch their ideas to the faculty. If one of their professors decided to use iPods in a course, the professor, too, would receive a free Duke-branded iPod, and so would all the students in the class (whether they were first-years or not).
In the iPod experiment, we were crowdsourcing educational innovation for a digital age. Crowdsourced thinking is very different from "credentialing," or relying on top-down expertise. If anything, crowdsourcing is suspicious of expertise, because the more expert we are, the more likely we are to be limited in what we conceive to be the problem, let alone the answer.
The real treasure trove was to be found in the students' innovations. Working together, and often alongside their professors, they came up with far more learning apps for their iPods than anyone—even at Apple—had dreamed possible. Most predictable were uses whereby students downloaded audio archives relevant to their courses—Nobel Prize acceptance speeches by physicists and poets, the McCarthy hearings, famous trials. Almost instantly, students figured out that they could record lectures on their iPods and listen at their leisure.
We used a method that I call "collaboration by difference." Collaboration by difference is an antidote to attention blindness. It signifies that the complex and interconnected problems of our time cannot be solved by anyone alone, and that those who think they can act in an entirely focused, solitary fashion are undoubtedly missing the main point that is right there in front of them, thumping its chest and staring them in the face. Collaboration by difference respects and rewards different forms and levels of expertise, perspective, culture, age, ability, and insight, treating difference not as a deficit but as a point of distinction. It always seems more cumbersome in the short run to seek out divergent and even quirky opinions, but it turns out to be efficient in the end and necessary for success if one seeks an outcome that is unexpected and sustainable. That's what I was aiming for.
I had the students each contribute a new entry or amend an existing entry on Wikipedia, or find another public forum where they could contribute to public discourse. There was still a lot of criticism about the lack of peer review in Wikipedia entries, and some professors were banning Wikipedia use in the classroom. I didn't understand that. Wikipedia is an educator's fantasy, all the world's knowledge shared voluntarily and free in a format theoretically available to all, and which anyone can edit. Instead of banning it, I challenged my students to use their knowledge to make Wikipedia better. All conceded that it had turned out to be much harder to get their work to "stick" on Wikipedia than it was to write a traditional term paper.
One of our readings was On Intelligence (Times Books, 2004), a unified theory of the brain written by Jeff Hawkins (the neuroscientist who invented the Palm Pilot) with Sandra Blakeslee. I agree with many of Hawkins's ideas about the brain's "memory-prediction framework." My own interest is in how memories—reinforced behaviors from the past—predict future learning, and in how we can intentionally disrupt that pattern to spark innovation and creativity. Hawkins is interested in how we can use the pattern to create next-generation artificial intelligence that will enhance the performance, and profitability, of computerized gadgets like the Palm Pilot. The students and I had been having a heated debate about his theories when a student discovered that Hawkins happened to be in our area to give a lecture. I was away at a meeting, when suddenly my BlackBerry was vibrating with e-mails and IM's from my students, who had convened the class without me to present a special guest on a special topic: Jeff Hawkins debating the ideas of Jeff Hawkins. It felt a bit like the gag in the classic Woody Allen movie Annie Hall, when someone in the line to purchase movie tickets is expounding pompously on the ideas of Marshall McLuhan and then McLuhan himself steps into the conversation.
My new grading method, which set off such waves of vitriol, combined old-fashioned contract grading with peer review. Contract grading goes back at least to the 1960s. In it, the requirements of a course are laid out in advance, and students contract to do all of the assignments or only some of them. A student with a heavy course or workload who doesn't need an A, for example, might contract to do everything but the final project and then, according to the contract, she might earn a B. It's all very adult.
But I also wanted some quality control. So I added the crowdsourcing component based on the way I had already structured the course. I thought that since pairs of students were leading each class session and also responding to their peers' required weekly reading blogs, why not have them determine whether the blogs were good enough to count as fulfilling the terms of the contract? If a blog didn't pass muster, it would be the task of the student leaders that week to tell the blogger and offer feedback on what would be required for it to count. Student leaders for a class period would have to do that carefully, for next week a classmate would be evaluating their work.
I also liked the idea of students' each having a turn at being the one giving the grades. That's not a role most students experience, even though every study of learning shows that you learn best by teaching someone else. Besides, if constant public self-presentation and constant public feedback are characteristics of a digital age, why aren't we rethinking how we evaluate, measure, test, assess, and create standards? Isn't that another aspect of our brain on the Internet?
Grading, in a curious way, exemplifies our deepest convictions about excellence and authority, and specifically about the right of those with authority to define what constitutes excellence. If we crowdsource grading, we are suggesting that young people without credentials are fit to judge quality and value. Welcome to the Internet, where everyone's a critic and anyone can express a view about the new iPhone, restaurant, or quarterback. That democratizing of who can pass judgment is digital thinking. As I found out, it is quite unsettling to people stuck in top-down models of formal education and authority.
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