Will the Internet Transform College? May 31, 2012
Posted by keithsawyer in Education.Tags: disrupting college, online learning, roger schank
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College is expensive, and it’s gotten a lot more expensive in the last few decades. The cost of tuition has outpaced inflation for years. This is the exact opposite of most industries, where real costs tend to drop over time. In most industries, that’s because productivity increases as a result of new efficiencies, better management, and new technologies. This is why the U.S. economy can keep growing even while employment declines: with productivity growth, we make more stuff with fewer people.
The reason why college bucks the trend is that the bulk of the cost is in salaries of highly trained professionals: the faculty. And the work that professors do can’t be scaled up; you can only fit so many students in a classroom–even a big lecture hall–and some types of learning have to take place in smaller classes: like discussion seminars or architecture studio classes. Another profession where costs are increasing is health care, and it’s partly due to a similar reason: Each doctor can only see so many patients in an hour.
For years, people have been saying that the Internet will change this. They think, why not record the lectures of the most awesome lecturer in the country, and have students watch them on the Internet? Then, we could have thousands, even millions, of students watch the same lecture. With so many “customers” the cost to each of them could be tiny and the lecturer would still make a ton of money. Productivity goes through the roof. But it hasn’t happened yet.
Enter MIT and Harvard with their new “edX” initiative: to deliver online learning, for example lectures by their most famous professors, all over the world. At their news conference, they claimed this is “the single biggest change in education since the printing press.” In today’s Wall Street Journal,* John E. Chubb and Terry M. Moe agree, and say we’re about to see a “historic transformation in how students learn, teachers teach, and schools and school systems are organized.”
I’m not sure I agree…yet. It’s true that having the powerful brands of MIT and Harvard in the field, really does change the game above the online offerings of less-prestigious outfits like the for-profit Phoenix University.
This new world could look very different. In a book I edited in 2006, retired Professor Roger Schank wrote an article making these predictions:
- With online learning, top universities no longer need admissions requirements–because there are no classroom space limitations, and grading is done by computer software. So what will that do to the prestige of those universities, when the number of people having those degrees increases dramatically?
- Research professors at top universities might not be the best teachers. Online, the researcher and the teacher don’t have to be the same person (like they do on campus). The most effective instructors on line are probably not going to be the top researchers in the field. This could be a problem for MIT and Harvard; what if the best lecturers are actually to be found at less prestigious state universities? And then, once the researchers are no longer involved in teaching, then why should they have control of the curriculum (as they do today)? What do they know about what students need to know in the real world, anyway?
- Right now, every course takes the same amount of time: one semester or quarter, three hours in class each week. But there’s no way that every body of knowledge logically fits into that amount of time. With online learning, some bodies of knowledge could be gained in a few hours; some in a few weeks; others in a few months. The notion of “semesters” and “weekly contact hours” loses meaning.
- And right now, on campus each student takes four or five courses at the same time. Online, a student could take one “course” all at once, full time, until finished–and then, move on to the next course. A lot of students would find this a more effective way to learn.
- When knowledge is online, it is always available. You don’t have to learn it between the ages of 18 and 22, just because you might need it at some point in your career. When you get to a point when you need it, it will be there, waiting for you.
Will any of this happen? Should it? What would be gained, and what would be lost?
* Chubb and Moe, 2012, “Higher education’s online revolution”. WSJ May 31, 2012, p. A17.
Schank, 2006, “The fundamental issue in the learning sciences.” In Sawyer, R. K. (Ed.) Cambridge Handbook of the Learning Sciences.
Is Innovation Just a Washed-Up Trend? May 23, 2012
Posted by keithsawyer in Organizational innovation.Tags: bruce nussbaum, business week, innovation and design, leslie kwoh, tinkering
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Back in 2004, Business Week magazine (not yet “Bloomberg”) released their special 75th anniversary issue. In 100-point type, the cover proclaimed “THE INNOVATION ECONOMY” as the theme of the special issue. Right away, I thought, “When a business trend makes the cover of Business Week, that usually means it’s already peaked.”
Wow, was I wrong. Innovation has increased in importance every year since 2004. Business Week eventually added a special once-a-month centerpiece insert “Innovation and Design” (edited by legendary design guru Bruce Nussbaum). But now, in 2012, has the trend finally peaked?
Evidence: The Wall Street Journal (Wednesday May 23, 2012) argues that the term “innovation” is now so widely used, it doesn’t really mean anything anymore–other than a very general notion of “change.” Longtime WSJ reporter Leslie Kwoh says “Businesses throw around the term to show they’re on the cutting edge….But that doesn’t mean the companies are actually doing any innovating.” And then she gives the biggest insult you can give to a trendy business term, in my opinion: she compares the word “innovation” to the washed-up buzzword “synergy.” Ouch, that hurts!
In another section of the same paper, on the same day, is a story titled “Tinkerers Unite! How Parents Enable Kids’ Creativity.” This heartwarming story makes me believe there is a future for America, as I read about parents who create workshops for their children and let them disassemble old TVs and old alarm clocks, and give them soldering guns and hot glue and set them loose. As a child, I remember spending hours out in the garage, using my Dad’s table saw and making games that I’d invented, including making the boxes to store them in. Now that I have a 9-year-old son, would I let him anywhere near a table saw? No way! I can’t believe my parents let me use it (and they weren’t out there watching me, either). Maybe I need to rethink this. After all, I managed to retain all of my fingers! Maybe our concern with safety is keeping our children away from the chance to build, to make, to experiment.
These two articles present an interesting contradiction. Innovation is passe, and yet hands-on creativity and tinkering are going to lead to the next great invention. As usual, I think everyone is right (I love everything I’ve read by Leslie Kwoh, by the way). But whether or not businesses talk the talk without walking the walk, the reality is that if you don’t walk the walk, your business is going to suffer. If you’re in a non-innovative organization, it seems as if it’s impossible to do all of those crazy things that the innovative companies do. It seems impossible, until you actually do them. And then, you can’t imagine what it was like the old way, and why it took you so long to change. If it sounds like a personal and spiritual transformation, maybe it is–if an organization can be said to have such a transformation.
I hope my son continues his tinkering (so far safe, with LEGOs and other indoor toys) and his game invention. I need to think of better ways to foster this. Maybe my wife and I should create a workshop space for him. What have you tried with your children?
Critical Review of Imagine by Jonah Lehrer May 14, 2012
Posted by keithsawyer in Enhancing creativity, New research.Tags: christopher chabris, cognitive neuroscience, creativity, creativity research, imagine, jonah lehrer
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Jonah Lehrer’s best-selling book Imagine just received a fairly critical review in the New York Times.* This follows on a famously critical review by Steven Poole in The Guardian. When I first commented on Lehrer’s book in March 2012, I was generally positive, although my overall sense was that his book didn’t really have anything new that hadn’t already appeared in other good creativity books. Poole’s scathing review was perhaps easy to dismiss, because of its bitingly sarcastic tone and also because he didn’t sufficiently ground his critique with quotations from the book. (Although I agree with his skepticism about the way Lehrer interprets neuroscience studies; see my article “The cognitive neuroscience of creativity”.) This new review by Christopher Chabris is much more sober and better supported, with specific criticisms, for example:
Lehrer makes science errors, like saying that visual information from the left eye goes to the right hemisphere (in fact, visual information from the left visual field of both eyes goes to the right hemisphere); different electrodes in an EEG do not record brain waves of different frequencies (they each record the same waves at a different location on the scalp); the Remote Associates Test is a divergent thinking test (creativity researchers agree it is a convergent thinking test).
Chabris argues that Lehrer often makes the basic undergraduate error of confusing correlation with causation. For example, Lehrer cites one study that shows that highly creative employees are also people who consult more colleagues–a correlation. Lehrer then concludes that if you increase the quantity of your office conversations, it will make you more creative (causation). Of course, it’s just as likely that creative people tend to be more talkative just because they have lots of ideas they want to share.
Chabris concludes, just as I did, that Lehrer’s book is entertaining to read, for its stories and its scientific studies. But if you want a stronger grounding in the science of creativity, you can always try my book Group Genius (one of the many books Lehrer drew his research from). And the bottom line is, I love it that Lehrer’s book is selling so well, and introducing so many people to a field of research I’ve dedicated my life to.
*Christopher Chabris, May 13 2012: “Boggle the Mind”. New York Times Sunday Book Review, page 12.
Sawyer, R. K. 2011. The cognitive neuroscience of creativity. In Creativity Research Journal.
Solitude or Collaboration? Listen to NPR… May 4, 2012
Posted by keithsawyer in Enhancing creativity, Uncategorized.Tags: national public radio, quiet, solitude, susan cain
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The radio show Big Picture Science just produced an NPR special about creativity, solitude, and collaboration. In the solitude corner: Susan Cain, best-selling author of the new book Quiet, arguing that solitude enhances creativity. In the collaboration corner, Keith Sawyer (me), author of the 2007 book Group Genius, arguing that all creativity is deeply based in collaboration.
Here’s the segment with my interview: http://bit.ly/K0Nqsk
Here’s a link to the entire one-hour show: http://radio.seti.org/episodes/Cosmos_It_s_Big_It_s_Weird
Collaboration vs. Solitude on NPR April 30, 2012
Posted by keithsawyer in Enhancing creativity.Tags: big picture science, npr, quiet, susan cain
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A fascinating on-air story about my recent debate with Susan Cain about the merits of collaboration versus solitude: a one-hour episode of the radio show Big Picture Science, based on extended interviews with me, Susan Cain, and others. You can listen to it online here:
First broadcast April 30, 2012
New Creativity Seminar on May 1, 2012 April 18, 2012
Posted by keithsawyer in Enhancing creativity.Tags: creativity training, enhancing creativity, executive education, olin business school
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I’ve developed a completely new one-day seminar on enhancing creativity. It will be offered for the first time in St. Louis on May 1, through Olin Business School’s Executive Education programs, at the Knight Center on the Washington University campus. I’m really excited about this seminar, because all of the advice is based in solid scientific research, and designed for practical application.
You can learn more and register at this link. Here are some details:
Seminar Details
Innovation is the driver for thriving companies today. There is a strong correlation between creativity, productivity and results. This seminar will provide you with a set of practical skills and techniques to enhance your creativity and engage in hands-on activities for each of the steps. You will learn how to identify common blocks to creativity and specific techniques to overcome each of the blocks.
Professor Sawyer is one of the world’s leading experts on creativity and innovation. He has published ten books and over 80 scientific articles on the topic. This seminar is based on a new book he is currently writing, The Compass: The Science of Achieving Breakthrough Creativity.
Topics
- The key competencies of exceptional creators
- How to apply creativity effectively to the everyday needs of your job
- The eight steps behind every successful new idea
- What psychologists have discovered about creative minds
- Planning for application
Benefits
When you have completed this session, you will understand:
- How to have more ideas and better ideas
- How to identify common blocks to creativity
- A set of practical skills and techniques that lead to creative results
- How to apply scientifically-grounded techniques to everyday creative problems
- How to identify new opportunities and how to formulate problems in new ways
Sawyer Videos Now Available April 16, 2012
Posted by keithsawyer in Uncategorized.add a comment
The amazingly talented video producers at KANEKO have released the first footage of the performance and presentation on April 5, 2012:
Improvised music performance with commentary by Keith Sawyer (3 minutes)
Interview with Keith Sawyer about creativity and improvisation (8 minutes)
KANEKO: Creativity in Omaha April 5, 2012
Posted by keithsawyer in Genius Groups, Innovative networks, Regional innovation.Tags: bow truss, hal france, jun kaneko
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Tonight, I’m giving the keynote talk at a big event at KANEKO, a creative space in the historic center of Omaha, created by artists Jun and Ree Kaneko. KANEKO is an “Open Space for Your Mind” that aims to foster creativity in the arts, sciences, and philosophy. As one of their brochures puts it,
KANEKO is a new kind of organization–not a museum–not a gallery–not solely a library nor a research center–but a space for minds that nurtures and promotes creativity in the arts, sciences, business, and philosophy…an open space in which creativity and innovation are freely explored.
KANEKO has been responsible for bringing to Omaha thought leaders including Ken Robinson, Nicholas Kristof, and Daniel Levitin, and also creators like Roseanne Cash and Joan Acocella.
It’s a beautiful space, a converted warehouse with a Bow Truss ceiling. My keynote talk is on creativity and collaboration, so it’s really cool that tonight’s event also includes an improvised music performance along with a group creativity activity for the entire audience. Thanks to Executive Director Hal France for making this event happen!
The Architecture of Collaboration March 31, 2012
Posted by keithsawyer in Organizational innovation.Tags: amway, bill & melinda gates, Grid70, herman miller, meijer, steelcase, wolverine
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In just one week, I read two major news stories about companies that are designing new workspaces to foster collaboration and creativity.
The first was in the Sunday New York Times Business section on March 18; it started with a story about the Seattle headquarters of the Bill & Melinda Gates Foundation, where they cut way back on private offices. Instead, there are a variety of workspaces that are available to anyone. Martha Choe, the Chief Administrative Officer, prefers to work at a long table at the side of a 33-foot-high open mezzanine. Other workers constantly walk by; anyone can set up their own laptop across the table.
Companies build this way because the research on creativity and collaboration shows that conversation, noise, and a bit of chaos are good. Chance encounters lead to knowledge exchange, and surprising new combinations. Private offices are a waste of space, anyway, serving mostly to telegraph the occupant’s status (the most central people in an organization are the ones that are never in their offices, anyway). In these new spaces, people are constantly in motion, always gathering into small groups. Stairways are inviting and a bit wider than usual, because so many chance encounters happen there. For that reason, the stairways are designed to end at a coffee station, a copy machine, or an informal grouping of furniture–to make it easy to sit down if you need to continue that unexpected conversation a bit longer.
A few days later (Wednesday March 21) the Wall Street Journal published a story about the collaboration benefits of shared workspaces–where employees from different companies rent space in the same building. This has long been common for smaller startups that can’t afford their own building. But unlike the old style, where every company has its own floor with a receptionist to keep out strangers, these new buildings (the story leads with one in Grand Rapids, Michigan) encourage workers to move around freely, bouncing ideas off of other workers no matter what company they work for.
These informal conversations are so effective at sparking creative collaboration, that some established companies–with plenty of their own buildings–are renting a part of these new spaces, simply to take advantage of the power of conversation. In the Grand Rapids building, there are employees from established companies like Steelcase, Wolverine, Meijer, and Amway.
I advocate these collaborative spaces in my 2007 book Group Genius (pp. 164-166), pointing out that office furniture companies like Steelcase and Herman Miller have been way ahead of this trend. I’m glad to see that companies are getting the message; the New York Times article reports that two-thirds of American office space uses some sort of open arrangement. The problem is that with many of those arrangements, people just feel crammed together with no privacy. The key to getting it right is to tap into the research about collaboration and creativity.
Lawrence W. Cheek: “In new office designs, room to roam, and to think.” New York Times, March 18 2012, pp. BU1, 4.
Rachel Emma Silverman: “Firms share space, ideas.” Wall Street Journal, March 21 2012, p. B8.