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Alison Eckert

Digital Portfolios: Why our Ed Design & Tech program should adopt LiveText for hosting digital portfolios. Alison Eckert. Need. digital portfolios. Identifying the Need. Who needed digital portfolios? Education Business What could digital portfolios do better than hard-copy portfolios?

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Alison Eckert

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  1. Digital Portfolios:Why our Ed Design & Tech programshould adopt LiveTextfor hosting digital portfolios Alison Eckert

  2. Need digital portfolios

  3. Identifying the Need • Who needed digital portfolios? • Education • Business • What could digital portfolios do better than hard-copy portfolios? • Electronic submission • Immediate sharing

  4. Research digital portfolios

  5. Research • Who first marketed digital portfolios? • When did LiveText join the conversation? • Company history • Marketed towards:

  6. Development digital portfolios

  7. Development • Who first marketed digital portfolios? Who were the intended customers? • When did LiveText join the conversation? • Company history • Marketed towards:

  8. Commercialization digital portfolios

  9. Commercialization • Product in the beginning • Cost • Access • Features • Current product • Cost • Access • Features • How does LiveText compare with other products?

  10. Where are we now? digital portfolios

  11. Educational Design and Technology • Current: • Students are required to maintain an online portfolio • Assessed at three points in the program • Require a minimum of 36 artifacts, charted into six program goals, and gauged according to three levels of mastery • Future: • Students could focus on what is included in their portfolios, instead of how to construct one, if a template or universal format could be shared. • At a glance feedback and progress monitoring would help advisors stay on top of student progress • Consistent format would allow for easier and more objective assessments of portfolios.

  12. Other Graduate Education Programs • Current: • Students are required to maintain an online portfolio in LiveText • Assessed at three points in the program • Templates are provided for each program • Allows for easy monitoring of student progress

  13. S-Curve Rate of Adoption

  14. Graphs: LiveText • Originated in 1997 • Adopted by several CUW Graduate Education programs in 2008. • Additional programs (all except one, including all new programs) have added LiveText as a program requirement by 2012.

  15. LiveText adoptions • Innovators=Counseling and Educational Administration (2008) • Early Adopters=Family Life, Curriculum and Instruction, Reading (2010) • Late Adopters=Special Education and Graduate Certification (2012) • Laggards=Educational Design and Technology (not [yet] adopted)

  16. Livetext: adoption outside of CUW • I have contacted the company and am waiting to hear more about their growth, which will show the number of institutions who are using LiveText • Updates to come… • If I do not hear back from LiveText, I can explore data regarding the use of digital portfolios. My concern is that this data is usually reflective of digital portfolio adoption as an assessment strategy rather than the adoption of a technology. (I have contacted Dr. Green for advice on this matter.)

  17. Key Change Agents Leaders through Adoption Process

  18. Key Change Agents • Our Director of the Educational Design and Technology (EDT) Master’s program will need to conclude that using LiveText is the best option for students in his program. • He will issue the mandate for purchase and use of LiveText. • Students within the EDT program will need to embrace the use of LiveText. • They will need to be successful with the presentation of all required portfolio components. • If students complain about the technology too much, the adoption could be delayed or stopped entirely, so having the buy-in of the students will be very important.

  19. Seven Roles • Many of our students are already giving through service to others. By

  20. Key Change Agents • Who would you expect to be (or who are) the innovators and early adopters in your field of work for the innovation you are exploring? What strategies are the most persuasive in convincing them to adopt the innovation?

  21. Key Change Agents • Who do you think would be (or who are) the laggards in terms of rejecting the innovation? What strategies would be best to help move them toward adoption? 

  22. Which combination of perceived attributes would be best for helping your innovation meet critical mass in your industry? 

  23. Do you believe a centralized or decentralized approach would work best for the adoption of the innovation you are proposing to the Board of Directors? 

  24. Has the innovation you are proposing to the Board already met critical mass in society? If it has not met critical mass, which of the four strategies for achieving critical mass do you recommend to the Board for your innovation?

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