Barber, Donnelly & Rizvi (2013): "An avalanche is coming: Higher education and the revolution ahead" addresses some significant issues in higher education and poses some challenging questions to open and distance learning (ODL) administrators, policy makers, and of course to ODL faculty in general. Barber et al.'s paper does not specifically address the area of teaching and learning theories, strategies, and methodologies. In this paper I reflect on the impact that contemporary changes and challenges that Barber et al. describe have on teaching and learning. I draw on earlier work about future learning paradigms and navigationism (Brown, 2006). This provides a fresh approach to survive the revolution ahead with new perspectives and strategies about teaching and learning, strategies which provide meaningful learning opportunities in the future.

Перевод: Mona Mourshed, Chinezi Chijioke, Michael Barber. How the worlds most improved school systems keep getting better. McKinsey&Company. November 2010 (пер. с англ. Н. Микшиной, Е. Шадриной). Продолжение. Начало публикации см. в № 1 за 2011 г.Содержание1. Группа мер воздействия1.1. В Зазеркалье1.2. Система, а не набор явлений1.3. Предписывайте соответствие норме, но дайте возможность добиваться большего1.4. Общие, но различные 2. Адаптация мер воздействия к определенному контексту2.1. Как прорваться, а не провалиться2.2. Руководящий принцип: принуждение или убеждение? 3. Поддержание уровня3.1. Практика сотрудничества: пользовательский интерфейс3.2. Посредническое звено: операционная система3.3. Воспитание нового поколения лидеров: центральный процессор 4. Пусковой импульс4.1. На старте4.2. Хороший кризис всегда пригодится4.3. Не спрятаться, не скрыться4.4. Как правильно выйти на сцену4.5. Сценарий нового лидера4.6. Устойчивость лидера 5. ЗаключениеПриложение

No abstract

Accountability has become synonymous with testing. But there's more to it than that, as an architect of the British accountability system explains.

Many graduating dentists leave dental school feeling that they are not prepared to start and run a dental practice. The aim of this pilot study was to explore the knowledge and perceptions dental graduates have in the area of practice management. A twenty-item survey was mailed in the fall of 2008 to nearly half of the University of Michigan dental school alumni who had graduated between the years of 1997 and 2007. Respondents were asked about their demographics, practice characteristics, and perceptions of knowledge/experience regarding practice management skills at the present time as well as at graduation. Data were analyzed using descriptive and inferential statistics. The majority of respondents were general practitioners (84 percent) aged thirty to thirty-nine practicing between six and ten years with practice incomes reported to be greater than $300,000 per year (79 percent). Most dentists reported being either an owner or co-owner of the practice (57 percent), and 33 percent reported being an associate in the practice. Upon graduation, 7 percent of the respondents felt that they had a strong knowledge of accounting or human resource issues; this perception increased to 47 percent at the present time. Similarly, less than 6 percent of respondents felt they understood issues pertaining to dental insurance upon graduation; this perception increased to 68 percent after having spent time in the workforce. In contrast to the large increase in knowledge/experience in business aspects of dentistry that had accrued since graduation, most alumni reported only a 7 percent increase in their knowledge of the legal aspects of dental practice. Results from this study indicate that interventions are needed to increase graduating dentists' knowledge of practice management and close the gap between their knowledge and its application in real life. The majority of alumni believed there is a need to improve the curriculum focused on these aspects of dental practice.