PJ Evans

Distributed curriculum

This Tweet caught my eye today by triggering a train of thoughts on what a ‘distributed curriculum’ might involve. This idea appears to position the curriculum as an outcome of interacting within networks of people, resources and technologies. I wonder if this curriculum is a restating for a formal education context, of the sort of […]

Learning techniques – for education and life

An interesting and useful read from Harold Jarche on learning techniques framed in terms of PKM and sense-making. As with many areas of knowledge and learning, the post (and the research article cited – and summarised here) highlight the tendency towards shallow learning techniques and the avoidance of the more valuable, but harder, techniques of […]

Professional learning, informal learning and ‘wicked’ problems [2]

Following up on my previous post on learning and wicked problems here, the following diagram summarises a learning process in non-routines knowledge work. Again, this comes from Peter Sloep’s Chapter on Networked Professional Learning in Littlejohn, A. and Margaryan, A. (2014) Technology Enhanced Professional Learning: Processes, Practices and Tools. London: Routledge. What I like about the […]

Professional learning, informal learning and ‘wicked’ problems

This is a diagram I’ve drawn based on Peter Sloep’s Chapter on Networked Professional Learning in Littlejohn, A. and Margaryan, A. (2014) Technology Enhanced Professional Learning: Processes, Practices and Tools. London: Routledge:   I’ve posted previously on Peter Sloep’s work on learning networks. I found this chapter to be a useful analysis of the concept of networked […]

Why Learning & Development should be focused on wicked problems

Learning and development should be focused on solving wicked problems in organisation but too often, L&D appears to avoid engaging in these problems. Using Horst Rittel‘s ten criteria for wicked problems, here’s my argument for why learning and development should be about wicked problems: Wicked problems have no definitive formulation: performance issues in organisations will […]

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