Whether in a formal or informal setting, the ability to conduct research and impart knowledge has always been a crucial part of human life. That led to the establishment of colleges that are now centuries-old and have grown to become institutions. Those institutions might have seemed permanent and too dominant to challenge just a year ago, but the events of 2020 have caused a seismic shift in how people live, and how we learn specifically, such that digital education is clearly going to be the dominant force in the years to come.
This represents a lot of change in the sector, from the kinds of tutors who will be able to succeed in the new model to the tools the students and their teachers will need for an efficient learning process. That change also represents an immense opportunity for entrepreneurs — to make a profit while making a real impact on the future of humanity.
1. Interactive media
An important aspect of elearning is the ability to use a variety of media in communicating information. While traditional education models were largely restricted to text, and in some cases, audio and video, new digital learning platforms can leverage advanced technologies such as virtual reality (VR) and augmented reality (AR) to create a more immersive learning experience that will help students understand and retain more of the information which they are taught.
It’s also particularly helpful for training, where students gain experience using complex equipment without the risk of making real-life errors. Flight training for pilots and surgery models for surgeons are two increasingly popular applications.
A recent study by Goldman Sachs showed that education is No. 4 on the list of sectors receiving the largest amount of VR-related investments, shaping the industry to be worth over $700 million by 2025. That would amount to an increase of over 500% in the next five years. As large as those numbers are, they are unsurprising when we consider that up to 97% of surveyed students stated that they would be interested in undergoing a VR educational course. The market will always go where the money is.
2. Flexibility and on-demand education
This is another primary driving factor of the elearning revolution, and it is visible in every aspect of the system. From the fact that students can attend and participate actively in class from anywhere in the world using teleconferencing software, to on-demand classes that allow students to set their own schedules and learn at their own pace, the key is to provide a learning experience that is as tailored to the needs of each student as possible.
This flexibility means that students have full control over their learning process, thus making them more likely to stick to it. Corporate organizations have also been making a push into elearning as part of their training processes. In fact, 41.7% of global Fortune 500 Companies were already using some form of digital training as far back as 2013, and that number has only continued to grow.
This flexibility also reflects in the marketing approach. While traditional institutions are more uptight and reserved, entrepreneurs in the digital learning space can be more engaging by implementing content marketing strategies to attract users, such as the Learn a Course Online course reviews section which helps online learners share their experiences with online courses to help others make the best choices.
3. Artificial intelligence
Education has traditionally been driven by the teacher and student, progressing based on their interactions. Nowadays, advances in artificial intelligence and machine learning/neural networks have resulted in software capable of evaluating how a student is doing based on a variety of criteria and guiding them accordingly to ensure they understand what is being taught fully.
These tools use everything from how students answer quizzes to how long they spend on a page and how many times they look back at certain sections to produce personalized learning plans just for that particular student.
This level of granularity in the education system is unprecedented, giving students the ability to direct their lessons and entire learning experience with the assistance of advanced AI. When combined with the removal of time constraints and a strict curriculum, it is clear why there is such a huge interest in digital learning among teachers and students alike, and why the industry is so ripe for disruption by savvy entrepreneurs.
Education at scale doesn’t have to suck. If you ditch conventional e-learning’s clicky gimmicks, and focus instead on science-backed design principles and powerful human stories, your training will shift from tedious to transformative. Dr. Aaron Barth, thought-leader and president of Dialectic, gives progressive leaders the confidence they need to tackle their hardest people problems using scientific methods. Rooted in education, Dr. Barth founded Dialectic after completing his Ph.D. in Philosophy at Western University, keen on fusing theory with application.
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Effective educators have long known that one-size-fits all approaches to teaching and learning are insufficient. Through extraordinary effort, they have figured out ways to differentiate and personalize learning for their students. They have done so despite an industrial-era education paradigm that makes it very difficult to do so. Over time, some of their efforts were named, systematized, and scaled.
Today, building on these approaches, some believe (count us among them) that a shift to an entirely new education paradigm is within reach. Harnessing new technologies, aided by advancements in transportation and communication, and required in order to adequately respond to deep and disruptive social, economic, environmental, and political forces, we envision a fundamental shift in how learners experience their education.
In this piece, we identify some of the most-broadly adopted methods developed by educators to differentiate support, improve learning design, and meet the individual needs of learners. They include Response to Intervention (RTI), Positive-Behavior Intervention Systems (PBIS), Universal Design for Learning (UDL), and Multi-Tiered System of Support (MTSS). Then, we seek to compare learner-centered education to these approaches, exploring the implications for each. Ultimately, we will make the following arguments:
Learner-centered education is about a paradigm shift, not a specific methodology.
Learner-centered education requires learning design that is flexible and adaptive, similar to or expanding upon the principles of UDL.
Learner-centered education may include specific methodologies for differentiating support (e.g. RtI or PBIS), but it is more likely to extend and/or replace them.
Learner-centered education is additive to and inherently strengthens existing systems-level approaches such as MTSS.
Learner-centered education is fundamentally adaptive and outcomes-focused (rather than technical and process-focused).
All of the approaches we name above recognize the same problem. The current industrial model for teaching and learning was designed based on an assembly line metaphor, expecting students to move through school in the same amount of time with more or less the same amount of support regardless of where they enter, unique challenges they may be facing, or strengths they may bring.
Within this rigid system, educators have sought ways to differentiate support. Over time, some of the techniques educators developed to provide each student the support they need have been built upon to create school and systems-level approaches. Tiered systems of support and intervention such as Response to Intervention (RtI) and Positive Behavioral Interventions and Supports (PBIS) were developed to introduce achievable levels of differentiated support (e.g. 3 tiers) within the constraints of the industrial paradigm.
Positive Behavioral Interventions and Supports is also a three-tier approach and framework but focused on student behavior and social-emotional development. The goal of PBIS is to proactively promote positive behavior. Similar to RtI, PBIS typically scales interventions starting with universal and proactive routines and support provided to the full classroom or school (Tier 1), then targeted behavior support (Tier 2), and lastly individualized, intensive support (Tier 3).
Recent innovations with tiered systems of support by organizations such as Turnaround for Children expand these models to include an understanding of trauma and adversity as well as taking into account how to adjust for hybrid and remote learning options.
These systems were developed based on a recognition that all students are capable of reaching similar outcomes, but require different amounts of time and support to get there. They were helpful steps towards providing each student with different amounts of time, support, and attention based on their needs. They have positively impacted tens of thousands of students in achieving desired standards however this often comes at the cost of removing students from their peers and narrowing the curriculum and will continue in such a manner as long as the traditional paradigm exists.
At the same time that these methodologies proliferated for differentiating and targeting support by pulling students out, complementary methodologies were developed for designing learning in a way that was flexible enough to meet the needs of learners with different motivations, interests, (dis)abilities, and needs. One example is Universal Design for Learning (UDL). UDL is an approach and framework for designing instruction and learning environments that are accessible to all students.
UDL emphasizes providing flexibility in how students access content (e.g., visual, audio, hands-on) engage with it, and demonstrate knowledge or mastery. The goal is to remove barriers to learning. UDL is rooted in the premise that while accommodations and flexibility are necessary to ensure learning accessibility for some individuals, they in fact benefit all individuals (sometimes in unforeseen ways) and therefore should always be in play.
More recently, attempts have been made to create overarching systems that build on and integrate these into an overall coherent framework for systems change. One example that has gained widespread interest and adoption is Multi-Tiered System of Support(MTSS). MTSS is a framework for meeting the academic, social, and emotional needs of students. It builds upon and may include data-driven, tiered intervention strategies such as RtI and PBIS as part of the approach.
However whereas RtI primarily focuses on academic learning and PBIS focuses on behavior and social/emotional development, MTSS aims to bring a more comprehensive lens and integrated approach to meeting the needs of learners. Moreover, MTSS is often described as a system-level approach with implications for aligned leadership, resource allocation, professional development and more.
This now brings us to the term that is at the center of our inquiry: learner-centered education. Like MTSS, learner-centered education has been growing in popularity. Learner-centered attempts to define an alternative to the industrial-era education model itself. The graphic below, borrowed from Education Reimagined, makes this clear.
Learner-centered education is about a paradigm shift, not a specific intervention methodology. It pushes education leaders to critically consider the purpose of school and to re-envision how the complete education ecosystem prepares students for the future. Learner-centered education demands that we move away from the traditional industrial model towards a transformative one that designs learning in response to the diverse needs of students.
This future-oriented paradigm requires a new set of student outcomes and aligned success metrics as part of its vision, whereas most of the above can function within the traditional set of outcome metrics. Lastly, learner-centered education goes beyond schools as the unit of change. Instead, it looks at the needs and goals of the individual learner and macroscopically at opportunities for learning within an education ecosystem.
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At Newcastle this year, we’ve been beyond fortunate to have an incredible Student Union exec, a team of formidable and inspiring Sabs who have not only worked their hardest to support their fellow students through what they couldn’t have known would be one of the hardest academic years ever due to the pandemic, but who have also somewhere found the reserves of energy to engage with another critical and timely issue, decolonizing the curriculum. Their Decolonise NCL campaign has to date included a series of online events attracting a seriously impressive array of speakers, as well as pulling together resources and pushing the University to pledge a commitment to decolonisation and anti-racist work at all levels. It’s simply awe-inspiring.
Their work has got me thinking about the place of decolonisation in what’s commonly called ‘study skills’, and how it impacts on the role of Learning Developers. I wrote a while ago about coming to understand the related and tricky value of emancipatory practice, a related concept, which I feel is the defining Learning Development value, but even at the time felt I was only just beginning to get a handle on it. Since then, my Leeds colleague Sunny Dhillon has written eloquently both about his ambivalent feelings about emancipation in LD as well as questioning whether universities can feasibly decolonise themselves. Working on projects around student induction this year, at the time of the Black Lives Matter protests, I’ve also examined ways in which an uncritical approach to inducting students to our academic community could be oppressive. The Student Union campaign has prompted me to further this thinking and tie these disparate threads together in the context of my own profession.
To this end, I offered to contribute a session to their programme of Decol NCL events, NOT because I have any expertise in this area, but because I wanted to pick up the challenge they had thrown down and explore how this ‘well-meaning middle class white woman’ might begin doing her own anti-racist work within her professional context. I’ve since taken this discussion to a meeting of my own profession of Learning Developers in Scotland (ScotHELD). This post draws together some of the questions and avenues I explored in those sessions. Our NUSU sabs talk about brave spaces as well as safe spaces, about the need to let people take risks to step outside their comfort zone, and I’d like to take that idea up and step out.
“…universities remain white middle-class spaces. They require students to adopt particular ways of being and doing – those which conform to middle-class practices that define success in higher education – ways of writing, speaking and the use of academic language. Universities measure a particular type of success that is possessed by those from white middle-class backgrounds.”
As I’ve written before, my role is often understood as teaching students to write ‘properly’. Implicitly, that means as white, middle class and male. I’d extend this understanding of ‘academic literacy’ also beyond just academic writing to other practices covered by a Learning Developer, from seminar participation to independent study, reading to critical thinking, time management to revision, which are equally situated in socio-cultural expectations of what it means to be a “good” student – the default norm being a white, middle class, male student with all the resources, privilege, cultural capital and opportunities they possess.
“Academic practices are usually presented as neutral, decontextualised sets of technical skills and literacy that students from socially disadvantaged backgrounds are seen to lack”
These practices are not neutral, and those of us who teach them must interrogate what it is that we are doing, and whether it is reinforcing a colonial, oppressive education system rooted in white, middle class, western norms of how we should think, act and communicate at university, thereby positioning Black, Asian, working class etc students in terms of deficits to be remediated. While it may be true as Bourdieu says that ‘academic English is […] no one’s mother tongue’, it’s a language closely related to my own RP middle class English, and one I can learn with greater ease and inhabit more comfortably without challenge to my identity and sense of belonging.
“Through taken- for-granted academic practices, constructions of difference are formed, often in problematic ways. The tendency is to project a pathologist gaze on racialist bodies that have historically been constructed as a problem, and as suffering from a range of deficit disorders (e.g. lack of aspiration, lack of motivation, lack of confidence and so on’)”
What I’ve learned from the speakers at NUSU’s events so far: Decolonisation is not synonymous with other concepts such as diversity, inclusion, equality or widening participation, laudable as those initiatives may be. They imply an extension of the status quo, an affirmation of it, additive rather than transformational. Decolonisation, while related to these concepts, demands a fundamental change, a dismantling, decentring, disruption, a relinquishing, restitution, restoration. It has a revolutionary quality. “Decolonisation”, we are told, “is not a metaphor” (Tuck and Yang, 2012). Moreover, decolonisation cannot be achieved simply through inclusion or widening participation measures, as the structures and processes of an oppressive system are ill suited to fundamentally dismantling its underlying issues: “the master’s tools will never dismantle the master’s house” (Lorde, 18984). To decolonise the HE curriculum means
an underlying transformation from a culture of denial and exclusion to a consideration of different traditions of knowledge. To diversify our curriculum is to challenge power relations and call for deeper thinking about the content of our courses and how we teach them.
How does this relate to Learning Development? Well, by extension, to decolonise the curriculum means not only what we teach and how, but also how we expect students to learn. Lea and Street’s tripartite framework of approaches to the teaching of academic writing offers us a lens to examine our practice. The second level, the academic socialisation model, maps onto ideas of inclusion and widening participation: “ [it] is concerned with students’ acculturation into disciplinary and subject-based discourses and genres. Students acquire the ways of talking, writing, thinking, and using literacy that typified members of a disciplinary or subject area community” (Lea and Street, 2006). These ways also typify the ideal or assumed white, middle class, male member of that community, for whom that system was created and in whose interests it operates. This is Academic Literacy as The Thing That We LDers Teach to students.
A Learning Developer whose primary guiding model is an academic socialisation approach is upholding this status quo. No matter how welcoming the gatekeeper, no matter how wide we throw open those doors and how helpful we are in orientating those we admit within the walls, we are still insisting that students enter on the terms of a white, middle class academy. We are also closing our ears to our students’ experiences; what is just a surface feature and linguistic or practice quirk to us is a troubling challenge to their identity or weighty burden to enact, for some students.
Colonialism assimilates or destroys; this is Learning Development as colonial assimilation. Become like us, or fail. We don’t want the bits of you that don’t conform. But not only does a predominantly academic socialisation approach assume that “once students have learned and understood the ground rules of a particular academic discourse, they are able to reproduce it unproblematically”, it also assumes that those ground rules are unproblematic.
‘Inclusion tends to be more about fitting into the dominant culture than about interrogating that culture for the ways that it is complicit in the social and cultural reproduction of exclusion, misrecognition and inequality.’
The third model identified by Lea and Street maps more closely onto the decolonisation agenda. It not only notes that academic writing is not homogeneous but a multiplicity of practices or meanings, but also acknowledges that these meanings are bound up with epistemology and identity, that they consist of socio-cultural practices situated within hierarchies of power and authority and are therefore contested on unequal terms. I’d like to raise an observation I’ve frequently made when listening to or reading accounts of Academic Literacies as a model, both in Learning Development and EAP. Very often, these accounts focus on one implication of Academic Literacies, that academic writing is not generic or monolithic and therefore our work needs to differentiate multiple discipline-specific discourses and tailor provision, at the expense of the other: that these discourses are situated in hierarchies of power and authority. That critical, radical observation is right there in the model, and yet is frequently downplayed or overlooked.
Similarly, it positions study skills not as surface tools to be adopted at will, but fundamentally entwined with identity, and therefore belonging. Education is supposed to change you, but not to the extent that you can only learn if you become someone else entirely, or fragment your identity, your self. And if Learning Development’s defining value is its emancipatory practice, then it is these more critical implications that we need to foreground, or what we have is a tailored academic socialisation model (Ivanic’s 2004 four tier model acknowledges this better perhaps than Lea and Street’s, separating out writing as a contextualised event from writing as a sociocultural and political practice).
The principal function of student writing is increasingly that of gatekeeping.
Due to the nature of our work, Learning Developers have a special relevance to the project of decolonisation in Higher Education. Decolonisation is often spoken of in terms of adding a more diverse range of authors to a reading list, or including broader topics in a module, mostly applying to Arts, Humanities and Social Sciences. Put a few Black authors on the English Literature curriculum, hire a couple of BAME lecturers and be done with it. But decolonisation applies to the whole system of how we teach, the way we expect students to learn, and how we recognise and assess that learning, a system which, if it’s not designed for you, makes everything harder, if it doesn’t exclude you outright. It forces you to learn on someone else’s terms, and ‘Study Skills’, the core remit of Learning Development, cross-cuts and underpins all aspects of the curriculum at every level, in every discipline.
It’s our role to not only to help students better understand their curriculum, institution and discipline better, but also to negotiate it successfully. Negotiate – it’s a wonderful word in this context, meaning both to find your way through obstacles, but also to bring about a desired outcome through discussion between parties. Negotiation demands dialogue and change on both sides to progress. I’m not sure decolonisation is something Learning Developers can really choose to disengage from or remain neutral on.
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Unfortunately, time management is far more difficult now versus pre-pandemic. The findings from Doodle’s “Time Management in Education” study support this, with over a third of the surveyed college students (37 percent) saying it has been harder to manage their time and stay productive now that lectures have moved online. This is a serious issue, as a majority of students (66 percent) say that time management is extremely important in regards to their ability to meet their academic goals.
On top of this, nearly half of students (42 percent) say that they’re working more now that classes have gone virtual. And they’re very concerned about the long-term impact on their academic success, with 71 percent of students saying that they’re either extremely worried, or somewhat worried, that the shift to online-only education will negatively impact their academic success.
On the surface, these stats might seem like they paint an abysmal outlook for the future of education in a COVID-19 world. But I think there’s a way to right the ship and technology will play a huge role in doing so. This is a great opportunity for academic institutions to change their processes and implement new technologies. It’s not about stripping away all existing processes and systems that have been in place for decades.
Rather, it’s about making small, impactful changes. It’s also about implementing the right technology solutions to facilitate the kinds of change that will allow academic institutions to deliver the best experience possible to students, faculty members and administrative staff, while helping them to be highly productive, focused and successful in achieving their goals.
For students who are already digital natives and accustomed to using upwards of 15 digital tools/apps daily, technology can be tremendously useful in cutting down on administrative tasks like coordinating office hours with their professors, 1:1 guidance sessions with faculty advisors and group study sessions with classmates. That’s time that can be refocused and reinvested into studying, writing papers and devising their graduation strategy.
Not only does technology make learning more flexible and convenient as 55 percent of the surveyed students reported in the Doodle study, but it also creates a more engaged and collaborative environment. For example, 16 percent of students say they value how technology makes it easier to collaborate with classmates and 13 percent see it as being useful in increasing access to their professors and faculty members.
Now consider introverted students who may have once shied away from speaking up in front of their classmates. They can be more active participants in their online classes in the safety of their homes and with the option to turn off their camera to reduce their anxiety and shyness of being ‘seen’ while participating. It takes some of the pressure off, allowing them to focus on learning and excelling in their classes.
Technology can also add efficiencies for busy educators by cutting down on context-switching. For example, using a scheduling tool that is integrated with video conferencing software like Zoom will eliminate the need to toggle back and forth between both solutions. It can also address the all-too-common problem of forgetting to create, copy and paste a Zoom link into each calendar invite. If it’s integrated into your scheduling tool, then the Zoom link is automatically populated and added into each calendar invite. That’s less tedious work for educators and more time spent on guiding students to academic success and achieving their own goals.
To help, I have outlined some useful tips for professors, faculty, administrative staff and students.
Tips for teachers/professors, faculty and administrative staff:
Use a communication platform, like Slack, to interact and pass essential messages on to students, fellow professors, faculty members and administrative staff. Answering questions in a way that all can see means you won’t be asked the deadline for that paper 40 times. Having an open, real-time communication link between students and professors means more questions are likely to be answered online, rather than during lengthy one-to-one meetings, while students get answers when they need them.
Schedule one-to-ones with individual students whom you teach or advise. Use this time to gauge how they’re feeling. Don’t talk about the class curriculum, their grades or academic performance. Focus on their emotional wellbeing.
Set up group meetings with your department heads and administrative staff to understand how everyone’s workload is being affected. Does anyone have concerns? Are everyone’s needs being met? Does everyone have the necessary resources and tools to be effective educators? Asking these questions is critical to empowering your faculty and staff to do their jobs well and support your students.
Record key sessions so students can revisit them when studying for exams, catch up on them if they missed a lecture and even use the recordings for future study groups.
Tips for students:
Slice and dice projects into smaller, manageable chunks.
Focus on one task at a time. Don’t switch back and forth between assignments. Only move to a new task once a single task has been completed.
Automate administrative tasks, like scheduling study sessions and office hours with professors, so time can be better spent on engaging in class, studying and getting feedback from professors.
Pay attention to your productivity flows and energy levels. When your productivity is highest, use that time to focus on a larger, high-priority assignment.
Use time blocking to make yourself unavailable for meetings, activities or anything else and dedicate that time to important tasks/projects. So if anyone tries to book time in your calendar, it will appear as unavailable.
Set up assignment/project deadlines in your calendar so your grades don’t suffer simply because you forgot a deadline.
Renato Profico is the CEO of the leading enterprise scheduling tool, Doodle. A qualified executive with 20 years of professional experience in digital companies, he most recently held the position of CEO for four years at a leading job platform network in Switzerland, JobCloud. In addition to his extensive leadership experience, Renato is an expert in B2B sales, marketing, business development, customer relationship management, as well as organizational structure and development.
The world of work has been changing for some time, with an end to the idea of jobs for life and the onset of the gig economy. But just as in every other field where digital transformation is ongoing, the events of 2020 have accelerated the pace of this change dramatically.
The International Labor Organization has estimated that almost 300 million jobs are at risk due to the coronavirus pandemic. Of those that are lost, almost 40% will not come back. According to research by the University of Chicago, they will be replaced by automation to get work done more safely and efficiently.
Particularly at risk are so-called “frontline” jobs – customer service, cashiers, retail assistant, and public transport being just a few examples. But no occupation or profession is entirely future proof. Thanks to artificial intelligence (AI) and machine learning (ML), even tasks previously reserved for highly trained doctors and lawyers – diagnosing illness from medical images, or reviewing legal case history, for example – can now be carried out by machines.
At the same time, the World Economic Forum, in its 2020 Future of Jobs report, finds that 94% of companies in the UK will accelerate the digitization of their operations as a result of the pandemic, and 91% are saying they will provide more flexibility around home or remote working.
If you’re in education or training now, this creates a dilemma. Forget the old-fashioned concept of a “job for life,” which we all know is dead – but will the skills you’re learning now even still be relevant by the time you graduate?
All of this has created a perfect environment for online learning to boom. Rather than moving to a new city and dedicating several years to studying for a degree, it’s becoming increasingly common to simply log in from home and fit education around existing work and family responsibilities.
This fits with the vision of Jeff Maggioncalda, CEO of online learning platform Coursera. Coursera was launched in 2012 by a group of Stanford professors interested in using the internet to widen access to world-class educational content. Today, 76 million learners have taken 4,500 different courses from 150 universities, and the company is at the forefront of the wave of transformation spreading through education.
“The point I focus on,” he told me during our recent conversation, “is that the people who have the jobs that are going to be automated do not currently have the skills to get the new jobs that are going to be created.”
Without intervention, this could lead to an “everyone loses” scenario, where high levels of unemployment coincide with large numbers of vacancies going unfilled because businesses can’t find people with the necessary skills.
The answer here is a rethink of education from the ground up, Maggioncalda says, and it’s an opinion that is widely shared. Another WEF statistic tells us 66% of employers say they are accelerating programs for upskilling employees to work with new technology and data.Models of education will change, too, as the needs of industry change. Coursera is preparing for this by creating new classes of qualification such as its Entry-Level Professional Certificates. Often provided directly by big employers, including Google and Facebook, these impart a grounding in the fundamentals needed to take on an entry-level position in a technical career, with the expectation that the student would go on to continue their education to degree level while working, through online courses, or accelerated on-campus semesters.
“The future of education is going to be much more flexible, modular, and online. Because people will not quit their job to go back to campus for two or three years to get a degree, they can’t afford to be out of the workplace that long and move their families. There’s going to be much more flexible, bite-sized modular certificate programs that add up to degrees, and it’s something people will experience over the course of their working careers,” says Maggioncalda.
All of this ties nicely with the growing requirements that industry has for workers that are able to continuously reskill and upskill to keep pace with technological change. It could lead to an end of the traditional model where our status as students expires as we pass into adulthood and employment.
Rather than simply graduating and waving goodbye to their colleges as they throw their mortarboards skywards, students could end up with life-long relationships with their preferred providers of education, paying a subscription to remain enrolled and able to continue their learning indefinitely.
“Because why wouldn’t the university want to be your lifelong learning partner?” Maggioncalda says.
“As the world changes, you have a community that you’re familiar with, and you can continue to go back and learn – and your degree is kind of never really done – you’re getting micro-credentials and rounding out your portfolio. This creates a great opportunity for higher education.”
Personally, I feel that this all points to an exciting future where barriers to education are broken down, and people are no longer blocked from studying by the fact they also need to hold down a job, or simply because they can’t afford to move away to start a university course.
With remote working increasingly common, factors such as where we happen to grow up, or where we want to settle and raise families, will no longer limit our aspirations for careers and education. This could lead to a “democratization of education,” with lower costs to the learner as employers willingly pick up the tab for those who show they can continually improve their skillsets.
As the world changes, education changes too. Austere school rooms and ivory-tower academia are relics of the last century. While formal qualifications and degrees aren’t likely to vanish any time soon, the way they are delivered in ten years’ time is likely to be vastly different than today, and ideas such as modular, lifelong learning, and entry-level certificates are a good indication of the direction things are heading.
You can watch my conversation with Jeff Maggioncalda in full, where among other topics, we also cover the impact of Covid-19 on building corporate cultures and the implications of the increasingly globalized, remote workforce. Follow me on Twitter or LinkedIn. Check out my website.
Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?