Transcript
Page 1: Mobile Learning, Social Learning

Urban Learning Space Seminar 25 January 2007 1

Mobile Learning, Social LearningMobile Learning, Social Learning

Joanne JacobsAustralasian Cooperative Research Centre

for Interaction Design (ACID)

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Scope of the SeminarScope of the Seminar

• ACID and Interaction Design Principles• Definitions and Trends• Learning Case Studies:

– Mobile Learning with SCOOT– Geographically dispersed learning with Indigenous

Communities– Public issues education with Recycled Water, Daylight

Savings and Industry successes

• BREAK• Potential of Web 2.0 in industrial contexts• Adaptation and deployment in Scottish contexts

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ACIDACID

• ACID is a Commonwealth funded coalition of Universities and companies interested in conducting applied research for the purpose of developing prototype methodologies and technologies for commercialisation

• So far, major successes have included development of an award-winning Diversionary Therapy device for children undergoing treatment for burns, as well as mobile phone applications for Nokia and archives of Australian Indigenous Heritage.

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ACID’s Interaction Design PrinciplesACID’s Interaction Design Principles

• Strong focus on ‘Human Design Matrix’ (HDM) – a combination of user-centred design principles as

well as understanding contexts for deployment of technology-mediated experiences

• Growing advocacy in ACID for ‘Experience Design’– derived in part from the open source community,

where collective production and publishing is generating more positive outcomes for participants

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Experience DesignExperience Design

• Representation and simulation(of learning content)

• Communication enablers(for the reception of content)

• Logic design(support for content)

• Feedback qualities(Interaction with content)

• Identity and relationships(representations of the user/s)

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ACID HDM MatrixACID HDM MatrixRelationships Dimensions Questions

Social Context and participants

Who are the participants?What cultures, practices and dispositions do they share?What relationships develop with static and itinerant

representatives of a physical site?How do these relationships develop?

Spatial Site How do they currently relate to a site as a physical social and cultural space?

Technical Technologies accessed and accessible

What relationships do they currently and potentially have to the technology and the interaction it can provide?

Temporal Mobility, Duration, Rhythm of participation

How to physical spaces fit in the context of the journey?How long do participants remain in a geographical space

and how long do they engage in a technology-mediated activity and why?

How do they spend their days (a day in the life)?

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Designing for learningDesigning for learning

• History of interaction and education design:– KLA oriented– User-centred (but still top-down approach)

• ‘Natural born cyborgs’ (Clarke 2003)– Experience oriented, user-led design (evolving)– Facilitating access and conversations with

alternative sources is now key

• Learning on the move needs to consider the ‘natural use’ of mobile and social technologies

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Definitions and trendsDefinitions and trends

… just to ensure we’re all on the same page here…

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Definitions 1: Web 2.0Definitions 1: Web 2.0

Web 2.0Web 2.0 is the network as platform, spanning all connected

devices; Web 2.0 applications are those that make the most of the intrinsic advantages of that platform: delivering software as a continually-updated service that gets better the more people use it, consuming and remixing data from multiple sources, including individual users, while providing their own data and services in a form that allows remixing by others, creating network effects through an ‘architecture of participation,’ and going beyond the page metaphor of Web 1.0 to deliver rich user experiences.

SOURCE: O’Reilly Radar, http://radar.oreilly.com/archives/2005/10/web_20_compact_definition.html For further details, see: http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html

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Definitions 2: Perpetual BetaDefinitions 2: Perpetual Beta

Beta, beta release, perpetual beta

A concept drawn from programming, where an application or content document is in an ‘unfinished’ state. In the case of an application, it usually represents the first version with all features functional, but possibly in an unstable or evolving state. An entity is said to be in a state of perpetual beta when a document or service is constantly evolving as a result of user engagement.

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TrendsTrends

• Growth in use of mobile devices

• Growth in number of blogs tracked

• Growth in peer oriented sources in educational research and activity

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Growth of portable mobile devicesGrowth of portable mobile devices

Estimated growth of portable media devices, Source: Parks Associates 2005,

http://www.clickz.com/stats/sectors/entertainment/article.php/3516986

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Growth of blogs trackedGrowth of blogs tracked

Source: Technorati State of the Blogosphere, October 2006http://www.sifry.com/alerts/archives/000443.html

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Growth of peer-oriented sources in Growth of peer-oriented sources in educational researcheducational research

Source: Alexa Wikipedia traffic rankinghttp://alexa.com/data/details/traffic_details?url=wikipedia.org

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Case Studies in LearningCase Studies in Learning

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Case Study 1: Mobile LearningCase Study 1: Mobile Learning

• Learning is active• Learning is in context• Learning is embedded in the everyday experience

with the everyday tools.• Learning content is dynamically received, created

and shared.• Eliminates the gap that currently separates the

technologies of instruction and entertainment.• Mobile learning connects people, places and

things

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A family recently participating in the SCOOT mobile treasure hunt. This event held in September 2006 took family groups on a discovery of facts and fictions through the

Melbourne Museum, The State Library of Victoria and Federation Square

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Mother and Daughter participating in SCOOT 2006 at the State Library of Victoria.

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QUT Communication Design Students working on SCOOT while waiting at the airport.

http://www.flickr.com/photos/scootgame

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Mobile learningMobile learningRelationships Dimensions Questions

Social student/studentstudent/facultystudent/lecturerstudent/tutors

Who are the students of the sites?What cultures, practices and dispositions do they share?What relationships develop with each other and the

supporting faculty?How do these relationships develop?

Pedagogical Students/learning materialsStudents/learning activities

How do students interface with learning materials?

Cultural Student/studentStudents/student workStudent/visiting artists work

What kinds of expectations do the students have relating to the cultural artefacts in the site (access, understanding, interaction)? How might they want to contribute culturally?

Spatial student/site How do they currently relate to the site (Creative Industries Precinct)?

Technical student/ICT What relationships do they currently and potentially have to the technology and the interaction it can provide?

Temporal Mobility, Duration, Rhythm of Stay

How long do students stay and why? Do they return and why?

How do they fit the various locations into their daily lives?

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Case Study 2: Heritage LearningCase Study 2: Heritage Learning

• Strong need to capture stories and history of Indigenous Communities in Australia

• Entire languages and dialects dying out• Culturally sensitive process – some

Indigenous communities regard various forms of capture as ‘stealing the soul’

• Verbal or written histories not sufficient to articulate the process of experiencing the land (hence, experience design).

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Demonstration: SonglinesDemonstration: Songlines

• Digital Songlines is a living archive of indigenous communities in Australia, built on a gaming engine and recording details of communities

• As Songlines is being developed, several products are emerging as collections from the work

DEMO: Vincent’s World, Irene’s World

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Heritage Learning Heritage Learning Relationships Dimensions Questions

Social participants / participantsparticipants / facilitatorsparticipants / independent readers

Who are the participants of the sites?What cultures, practices and ideas do they share?What relationships develop with each other and the supporting faculty?How do these relationships develop?

Pedagogical participants / ideasparticipants / activities

How do participants interact with content and ideas from their own experiences of indigenous communities?

Cultural participants / participantsparticipants / facilitators

What kinds of expectations do the participants have relating to the engagements with Songlines? How might they want to use Songlines as a means of supporting an ideas-oriented cultural cohort?

Spatial participants /virtual siteparticipants /actual site

How do they currently relate to the virtual space as a separated space from their understanding of physical spaces?

Technical participants /ICT What relationships do they currently and potentially have to the technology and the interaction it can provide?

Temporal Mobility, Duration, Rhythm of Stay

How much time do participants spend with the interactive space and why? Do they return and why?How do they allocate sufficient time to accommodate participants into their daily lives?

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Songlines in Commercial ContextSonglines in Commercial Context

• Whilst the Songlines project is a ‘Cultural Ark’ for indigenous heritage there ARE commercial opportunities:– Mining, infrastructure development and property

development require cultural heritage research (commercial research)

– Reconciliation between culturally diverse communities requires mediation in a shared protocol (legal mediation and dispute resolution)

– Marketing of Australia for tourism purposes (more visitors want an indigenous experience of Australia than is achieved)

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Case Study 2: Public Issues LearningCase Study 2: Public Issues Learning

• Public education long been regarded as within the purview of government and non-profit marketers– These bodies aware that users increasingly seek

answers online or wish to learn at their own pace

• Public expectation of RAPID response to issues• Public expectation of engagement and

consultation on issues• Three examples considered:

– Queensland Water Commission– Daylight Saving in South Eastern Queensland– Addressing morale problems in a public hospital in

Brisbane

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Queensland Water CommissionQueensland Water Commission

• Water facts:– All water is freshly sourced in Queensland, from

catchment dams– Current water storage in South East Queensland is at

22.9%– In December 2008 Queensland will run out of water– Referendum on recycled water in regional area,

Toowoomba, was rejected

• QWC set up to investigate ways to save water, educate community and consult with community on recycled water options

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QWC StrategyQWC Strategy

• Introduce a blog with Pro-blogger and Anti-blogger stances on recycled water, plus QWC-blogger (aka fence sitter)

• Write stories for press, develop podcasts and v-casts for raising profile

• Encourage ‘network stars’ to be participants in blog

• Enforce minimum number of posts per day for bloggers (workflow management)

• Engage full-time moderator for governance

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Daylight Savings in SEQDaylight Savings in SEQ

• DLS facts:– Queensland only state in Australia without DLS– State is vast, with more than an hour’s difference in light

movements across the state– History of resistance to DLS due to heat issues and

absurd suggestions from former Premier– Current Premier said to be ‘considering’ splitting the state

in to two time zones

• Several online campaigns for state-wide adoption ignored or failed. SEQ DLS campaign begun to address concerns of all interested parties

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SEQ DLS ExperienceSEQ DLS Experience

• Introduced an online petition, supported by existing local government Councillor.

• Emailed petition to friends network. This generated a viral marketing campaign.

• When southern states adopted DLS and problems arise with differing time zones, media pick up the campaign.

• After media blitz, signatures rise from a few hundred to over 10,000 in the space of 3 weeks.

• Now, voluntary force on DLS established. Referendum (or plebiscite) on political agenda for 2007.

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Mater Hospital BlogMater Hospital Blog

• Hospital facts:– Divisions spread geographically over a number

of physical sites– Departments often devoting resources to

solving the same problem quite independently – Low morale due to success stories not being

communicated throughout the workforce– Poor communications across specialist areas

• Mater Hospital blog and public displays set up to address communications problems

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Mater Blog StrategyMater Blog Strategy

• Introduce a blog with representatives from various divisions (doctors, nurses, maintenance staff, marketing, research and patients’ advocacy).

• Install large screen public displays in staff recreation areas to display blog posts on morphing cycle.

• Encourage hospital workers from all divisions to participate in blog comments through poster education campaign sited near public displays.

• Enforce minimum number of posts per week for bloggers, but maximum 100 words per post for fast communication.

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Public Issues Learning Public Issues Learning Relationships Dimensions Questions

Social participants / participantsparticipants / facilitatorsparticipants / independent readers

Who are the participants of the sites?What cultures, practices and ideas do they share?What relationships develop with each other and the supporting representatives?How do these relationships develop?

Pedagogical participants / ideasparticipants / activities

How do participants interact with content and ideas from their own experiences of contexts?

Cultural participants / participantsparticipants / facilitators

What kinds of expectations do the participants have relating to the engagements with ideas? How might they want to use technologies as a means of supporting an ideas-oriented cultural cohort?

Spatial participants /virtual siteparticipants /actual site

How do they currently relate to the virtual space as a means of changing behaviours in their physical spaces?

Technical participants /ICT What relationships do they currently and potentially have to the technology and the interaction it can provide?

Temporal Mobility, Duration, Rhythm of Participation

How much time do participants spend with the interactive space and why? Do they return and why?How do they allocate sufficient time to accommodate participants into their daily lives?

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Case Study ImplicationsCase Study Implications

• Mobile and social software widely identified as desirable media for facilitation of learning, but limited success in deployment… so far.

• Case studies in learning indicating experience design is preferable to traditional education and interaction design methods.

• Design of learning needs to acknowledge existing uses of emerging technologies, and permit user agency over experiences in order to reflect meaningfully on learning.

Temporal costs affect acceptance, but perceived value of ongoing social engagement is sustained across case studies.

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BREAK BREAK

Morning Tea

(No Vegemite, I promise)

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Web 2.0 Deployment Web 2.0 Deployment in commercial contextsin commercial contexts

Or, how to use social software to manage organisational knowledge

and promote learning

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Items to be addressedItems to be addressed

• Why consider adding Web 2.0 functionality to company offerings?

• What are the applications of Web 2.0?

• Possible applications of Web 2.0 in example business areas.

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Rise of ‘Web 2.0’Rise of ‘Web 2.0’

• Web 2.0 software and technologies arose as a means of solving a publishing and accessibility problem, whilst accommodating social communications

• Web 2.0 not technically different from Web 1.0, just delivering on the promise of the “markets are conversations” ideals of technology advocates (see The Cluetrain Manifesto)

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What’s new about Web 2.0?What’s new about Web 2.0?

• Engaging stakeholders in decision making

• Allocating tasks based on skill sets and expertise rather than as a role in an employment environment

• Generative tools to denote ‘hot’ topics

• A culture of critical debate and engagement

– Produces a sense of trust in the publisher

• Evolving “correctness” of data

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Why Web 2.0 at Your Company?Why Web 2.0 at Your Company?

• Growing expectations among consumers for value additions to standard content channels

• More audiences trusting ‘user-generated’ content and regard this as evaluative of professionally produced content

• There is a need to ensure companies have a document trail of all communications for corporate reporting

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Web 2.0 ApplicationsWeb 2.0 Applications

• Blogs, wiki and other personally developed content, delivered as web content and through RSS

• Content aggregators based on user-generated content and social linkages (eg: social bookmarking, flickr, YouTube, MySpace)

• ‘Mashups’ of multiple existing applications, providing new meaning for consumers

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User generated contentUser generated content

• Value: reduces cost of production of knowledge for specific groups

• Value: cross-linking of expertise based on context; provides an opportunity to grow links between users from different disciplines

• Value: problem solving occurs through the ‘wisdom of crowds’ concept of engaging stakeholders more effectively

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Example: MySpace Example: MySpace

Business Entrepreneurs’ forum for sharing documentation and discussion on running new businesses with innovative solutions

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Industrial adoptionIndustrial adoption

• Training programs in communication and news reporting on new strategies

• Possible company network of cooperative firms

• Business continuity forum on solutions for various problems

• Development of advocacy network

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MySpace versus Google (Visits)MySpace versus Google (Visits)

Source: Hitwise, MySpace Moves Into #1 Position for all Internet Sites

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YouTube, Flickr ReachYouTube, Flickr Reach

Source: Alexa, cited in Google, You Tube & Dark Side Of Online Video, Om Malik

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Why so successful?Why so successful?

• Users want a context to exhibit• Users wish to have their evaluations heard• Users wish to feel part of elite, and

technologically adept networks

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Can your company adopt?Can your company adopt?

• MySpace drives traffic through WOM marketing and through social linkages between participants

• Process involves providing users with a simple interface for adding content and allowing them to have control over content: immediacy is crucial

• Few technological skills required to adopt; need a decision on governance.

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Example: Blogs and wiki Example: Blogs and wiki

Opinion leaders in the blogosphere and knowledge base entry creation

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Technorati: Blog GrowthTechnorati: Blog Growth

Source: Technorati, State of the Blogosphere.

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Why so successful?Why so successful?

• Same as for MySpace – users still want a context to exhibit and negotiate content

• ‘Ownership’ of content – given freely, but recognition of authorship is often sufficient as compensation (Creative Commons licensing)

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Can your company adopt?Can your company adopt?

• Blogs can be used as a form of PR, and encourages more realistic feedback than standard evaluative techniques.

• Blogs based on open source technology – can be implemented at very low cost

• Wiki can be useful interface to standard knowledge management utilities and resources.

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Example: podcasts and v-casts Example: podcasts and v-casts

ABC Podcasts and TelecomTV Video Podcasts (v-casts)

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Why so successful?Why so successful?

• Podcasting is successful as a “radio-killer” application, particularly for information radio and interviews

• Video podcasts are successful through YouTube and as independent entities as “video on demand”, and is more accessible than lengthy reports and documentation to explain complex ideas and processes.

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Can your company adopt?Can your company adopt?

• Podcasts (video or audio) can be used as PR

• Like blogs, podcasts can be implemented at very low cost in terms of delivery. Hosting costs may be affected by traffic and storage increases as a result of this practice

• Podcasts must be released regularly to attract a regular audience.

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Improving communicationImproving communication

• Blogs, podcasts and other Web 2.0 technologies can permit conversations to evolve between an organisation and its stakeholders

• Conversations are more effective facilitators of business than common ‘information overload’ strategies

• Communication is not broadcasting; it’s not enough to get the message out. You have to be open to responses

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Web 2.0ism by business areaWeb 2.0ism by business area

• Business continuity and disaster recovery• Corporate and organisational

communications• Creative (in-house) development• Professional development and training in

the workplace• Educational resource augmentation in

traditional learning environments • Corporate governance and knowledge

management

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Business continuity (1)Business continuity (1)

• Disaster recovery and business continuity is dependent on: – fast responses to interruptions to operational processes– clear and regular publishing of the status of the recovery

process– alternative communication channels during the recovery

process

• Wiki represent a useful way of keeping the staff informed of the situation at hand and storing information gathered during an interrupted process

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Business continuity (2)Business continuity (2)

• Stakeholder engagement in scenario mapping for file and processes losses is important to ensure all information centres are covered in continuity planning

• RSS feeds for blogs, wiki or other content systems recording notices, instructions and requirements for a scenario mapping exercise can be a useful means of automating contact with staff without having to have access to mailing lists.

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Corporate & Org CommunicationsCorporate & Org Communications

• To raise awareness and trust in an organisation, it is necessary to keep up a regular dialogue with your workers/customers

• Blogs represent a fabulous means of releasing information quickly and efficiently, and allowing workers/customers to provide feedback on information supplied in blog posts

• Surveys and categorisation of participants is possible through blogs.

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Creative developmentCreative development

• Increasingly, there are a range of skill sets required for creative developers to collaboratively develop campaigns across a range of delivery platforms.

• Stakeholder engagement in the production process for campaigns is a cost reduction mechanism.

• Using wiki and file management galleries to share information, edit content and annotate rich media is a truly interactive process for creative content production.

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Professional developmentProfessional development

• In training programs, keeping a sense of cohesion among participants and reselling new training programs is paramount for Rowland

• The use of social software tools as a means of engaging participants in training programs and sustaining an alumnus after the event is a logical means of value adding existing programs and ensuring that you do not lose touch with the participants

• Participants actually begin to contribute content and maximise their overall learning experience.

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Limitations of current deploymentLimitations of current deployment

• Many organisations are seeking to deploy Web 2.0 facilities, but are having bad experiences or limited success with the technologies

• This is primarily due to limitations in design of deployment– Often deployed as ONE WAY COMMUNICATION– Dominantly still driven by the business; no public

advocacy being promoted (thus reducing trust in the firm)

– Delayed feedback systems discourage participation. No registration processes for instant authorship evident (thus reducing ‘stickyness’)

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Next stepsNext steps

• Need to consider workshopping the implementation of Web 2.0 software and processes for business areas. This involves evaluating:– Value to be generated from user-generated

content– Integration with existing knowledge

management architecture and processes– Governance considerations

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CostsCosts

• Planning costs (time for staff and facilitators)

• Software costs• Maintenance costs• Mining costs (data management)

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Planning costsPlanning costs

• What Web 2.0 applications would be useful?

• What management processes will need to be applied to these applications?

• What capacity do we have to manage?• What performance metrics will apply to

these applications? (Including satisfaction with the scope and functionality of tools among clients)

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Software costs (1)Software costs (1)

• Blogging/wiki software: – WordPress, MediaWiki and several other

software solutions are free, open source technologies.

– Cost for implementation = 1 day per software package to install and integration with organisational web servers; 1-2 days training in use; ongoing staff cost of governance and moderation (% time based on traffic and complexity of installation)

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Software costs (2)Software costs (2)

• Rich media production (podcasts and v-casts) involve cost of hardware for recording and media editing software– Near broadcast quality audio production studio

for under $1000 (editing software such as Audacity is free)

– Flash video production involves digital video hardware, staff with skills in video production and software for editing or outsourced production

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Maintenance and MiningMaintenance and Mining

• These are dependent on the governance regime agreed in the implementation phase of the applications, and the costs of integrating with existing knowledge management architecture and processes

• Regular updates to software and processes will be necessary for these technologies due to the speed of change in the field.

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Web 2.0 ImplicationsWeb 2.0 Implications

• Revolution in production based on user-led approach, differing from user-centred design (‘Experience Design’)

• Most of the value to be derived from Web 2.0 can be adapted for a series of contexts, commercial and non-commercial

• Scotland well-placed to take advantage of research and production at the Glasgow School of Art Digital Design Studio to create world-leading products and services that combine interactivity with life-long learning and active citizenship.

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Solving the problems togetherSolving the problems together

• Break into groups with reps across areas of expertise

• Come up with one innovation in either of– Traditional education– Public issues education– Heritage education

• Consider what issues may arise, and devise a solution

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Any questions?Any questions?

Joanne Jacobs

Project Manager, ACID

Private Consultant, UserLed.comPh: +61 7 3868 3134

Mob: +61 419 131 077

Email: [email protected]

Blog: http://joannejacobs.net

Book: Uses of Blogs, Available for order from Amazon


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