Disruptive Innovation vs. Education, Round 8

The War from Within

The revolution may not be televised, but it most certainly will be fought within blogs and opinion pages over the next generation. Once computer-based learning (CBL) and online learning reach critical mass within our schools, Christensen, in his book “Disrupting Class: How Disruptive Innovation Will Change the Way the World Learns,” predicts the next phase will be the move to Student-Centric Learning. This is the point where teachers begin to change from the “sage on the stage” to the “guide on the side.” Christensen’s reasoning is that CBL will do much of the heavy lifting since it will be able to take-on the role of “sage” while adapting to each student’s learning style. The role of teacher, then, will be to facilitate learning and to manage each student’s individualized learning plan. This is where the revolution will take place and great wars will be fought. It won’t be the first time that the student-centric model has been criticized, but this time, with the foundation of CBL already in place, perhaps the debate will be a bit more civilized. Perhaps.

In the meantime, we should turn to the debate.

First Person: School facilitators flunk the test, is an opinion piece published in the Seattle Post-Intelligencer. In it, retired teacher, Fred Strine, connects educational failure and student misbehavior with the move to student-centered learning. “Ban facilitators, the word and all its forms, and put on probation anyone caught in a classroom still claiming to be one,” he writes, and “Re-establish the traditional teacher-centered classroom…”.

Education requires discipline, both intellectual and behavioral, and discipline must be imposed before it becomes engrained.

student-centered learning allows the inexperienced and the undisciplined to become the standard. Who then is the model for students when today’s teachers merely facilitate as “guides on the side,” leaving students to discover on their own?

Strine’s last phrase, “leaving students to discover on their own” is at the core of his argument. However, in Christensen’s CBL world, the “sage on the stage” still exists in the form of a computer-based or online-based model. In it, the program or onlineĀ  course is leading the instruction based on that particular student’s educational needs.

Take, for instance, what happens to teaching when teachers use pacing guides which require all teachers to be on the same page at the same time. If standard 1.3 must be mastered before 1.4 can be understood, but the pacing guide says you have to teach standard 1.4 today, what happens to students who don’t yet understand standard 1.3? While I totally agree with Strine’s remark, “Most real learning requires real work,” the teacher-centric model we’ve built bypasses students at the sake of timing. With computer-based and online-based learning, though, each student is constantly assessed regarding their knowledge of the standards and they only move on when they can demonstrate their mastery. The student-centric learning model outlined by Christensen is one where students still must study and master the curriculum outlined by the state. However, in it, teachers have the flexibility to intervene. His vision of “facilitator” is one where teachers are actively engaged in helping students master the standards.

I appreciate Fred Strine’s honesty and his words. However, if education is to change to ensure all students can master the standards, we will need many more Mr. Strines to step up to the plate. A civil discourse would benefit all of us.

Thanks to Joanne Jacobs for spotting this first.

Disruptive Innovation vs. Education, Round 5

The (Learning) Revolution Will Not be Televised

Chapter four reminds us that the revolution to a student-centric learning model will transit through two phases. The first, computer-based learning, is currently building towards a tipping point. It’s customers are primarily nonconsumers, those who are not currently being served by the education system. Online courses and learning systems provide new found access and convenience for students. Even better, online courses are competitively priced. The second phase of the revolution, a movement towards modular online learning courses that teach towards students’ learning styles, is where I believe the struggle to reform (and the real fight) begins. Paradigms are not easily changed by predominant institutions. With so many stakeholders invested in the current system, I expect this phase to be quite challenging. More on this in a future post.

Substitution

A variety of companies are leading the charge towards computer-based learning. Content ranges from programs that attempt to teach more than 100 California content standards to full courses of study. Apex Learning, UC College Prep, Florida Virtual School, Virtual Virgina, and Minnesota Virtual High School are just a few of the current vendors. As familiarity breeds acceptance, online learning courses will continue their march towards critical mass. Substitution is the concept of the new replacing the old. In this case, online courses are trending towards replacing (substituting for) live courses.

Christensen writes that there will be four factors that feed the substitution. First, as courses continue to improve, they’ll become more Web 2.0 with layers of multimedia. Next, courses will grow to allow students to select their own “learning pathway.” However, computer-based learning may benefit mostly by the looming teacher shortage, when my generation (the boomers) begin their mass exodus into retirement. The void of qualified replacements benefits online courses. Lastly, like all things, as the market grows, costs will lower, adding more momentum to CBL and more incentive for school districts to outsource instruction.

The Sequence of Substitution

The current growth path for online courses takes advantage of a variety of factors including an increased focus on math and reading in order to improve test scores. This movement sacrificed a variety of other courses including the arts. In addition, decreased funding also adds pressure on districts. Christensen points out that the normal growth path for disuprtive innovations is for them to initially target nonconsumption, which in this case includes teaching classes that schools would rather not offer. Disruptive innovations, in the beginning, don’t compete with the status quo. By focusing on how to teach these orphan classes (like the few students who want to take Mandarin), computer-based learning companies are figuring out how to teach more classes both effectively and efficiently. Gradually (until we reach the tipping point) schools will outsource more and more classes to online providers.

Phase 2: Student-Centric Learning (The Revolution)

In phase one, computer-based learning (CBL) had little impact on traditional schools or classrooms since CBL was offerring classes that schools were unable to provide. Once CBL reaches critical mass in schools, though, the second phase, student-centric learning, will require a significant paradigm shift (and this is where people may start fighting back). As Christensen says, “The shift might not be easy, but it will be rewarding.” If we truely hope to individualize learning, then the focus on this phase is for teachers to become learning coaches (the guides on the side rather than the sages on the stage). Professional development will be critical as teachers strive to understand the differences in students’ learning styles and learning needs. As Chapter four draws to a close, Christensen quotes Maurice Maeterlinck, a Nobel Laureate, “At every crossway on the road that leads to the future each progressive sprit is opposed by a thousand men appointed to guard the past.” Our challenge is to point out that the change is not a threat, but an opportunity.

Disruptive Innovation vs. Education, Round 3

Disruptively Deploying Computers

From previous posts, you’ll remember that when a disruptive innovation first appears, it doesn’t compete directly with an established business. The Apple II didn’t compete with DEC and the transistor didn’t compete with TVs. Initially, a disruptive innovation’s customers are nonconsumers, those who currently aren’t being served. Teenagers bought transistor radios. Teachers and parents bought the Apple II. With computer-based learning (CBL), still in its youth, the same is true. CBL currently competes with nonconsumption.

Nonconsumption, within public education, consists of courses that students need but that schools are unable to offer. Advanced Placement (AP) orphans, those AP classes that don’t have a critical mass of students for schools to offer, come to mind, as well as other specialized classes that schools would like to offer but either don’t have the staff due to educational priorities or don’t have a critical mass of students to take. The need for specialized and AP classes is greater at the many small and rural schools in our state. Computer-based learning, tapping into nonconsumption, is filling that need and slowly gaining in market share. Given that a third of American schools don’t offer AP courses and the rest offer only some of the 34 courses available, the market is wide open for CBL. Small, rural schools, independent study, and home schools are potential markets. Online learning can also tap in to the market for students needing remedial help or those needing to make up classes. The demand is growing and we are headed towards a tipping point.

Christensen sees two phases of this disruption. The current phase, computer-based learning, consists of software and internet resources, designed by specific companies, which are fairly expensive and teach mostly in the same style exhibited in current classrooms. It’s one of the reasons this genre of software earned its nickname, “drill and kill.” However, the industry has continued to grow while we weren’t paying attention resulting in programs and resources that are more sensitive to a student’s needs.

At some point in the near future, though, these comprehensive electronic learning resources will mature to become more student centric. These new resources will sense which of Gardner’s eight intelligences is appropriate for that student. These student centric resources will become our students’ tutors.

The Tipping Point

Early in the book, Christensen points out that industries can always see the disruption coming. It’s only obvious since it takes years for the innovation to establish a foothold. We all have time to adjust.

His data points out that while only 45K students participated in online courses in 2000, one million students did so in 2007. An yet, this accounts for only one percent of all courses. CBL is gaining momentum and Christensen’s data points towards a 2012 tipping point, the time that sales of these courses will grow dramatically until half of all learning occurs online by 2018.

More, about how this impacts CLRN, next time.