As the World Burns: Teaching Parable of the Sower During the Pandemic

James Howard Jr. Hill
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Abstract

THE NATIONAL TEACHING & LEARNING FORUM 9 distinguishes the two, that’s a problem for your institution, he said. Finally, Robertson made the point that without well-thought-out evaluation processes, your institution doesn’t have a very good idea of the internal return on investment of online course development. “We’ve got to be able to look at [online course development] and say, where are we wasting time and money, and how can we get a better quality product out in less time, at lower cost?” Robertson said, adding those questions can really only be answered through thorough 360-degree evaluation, gathering responses from students, faculty and online course designers. Of those institutions who were doing robust evaluation of missionaligned online course development, Robertson said he developed the following takeaways: • Create a library of instructional strategies. Rather than reinvent the wheel every time an online course is developed and created, Robertson said institutions with strong evaluation practices would look at what worked in their online offerings, and then catalog resources about successful instructional design practices in a library for future use. That way, if a faculty member has crafted thoughtful, missionaligned learning practices into a course, they can share them with other faculty members or course designers to use in future course creation. • Integrate mission-driven components into teaching. It’s much more effective to embed and demonstrate mission-aligned principles into teaching, rather than simply teaching about those principles, Robertson said. For example, Robertson shared his idea for a virtual examen (a Jesuit practice of reflection) embedded into course design. “Imagine an online business ethics course where [in an examen] students are asked to think about a time when they were asked to compromise their own values. When was it? What were they feeling? What did that experience teach them?” Robertson said, adding that such a practice would be both more aligned with a Jesuit mission, and a more effective learning tool than answering an online multiple-choice quiz. Read more about Robertson’s research at https://bit.ly/3bi836z. You can email him at roberrol@lemoyne. edu. ❖
当世界燃烧:大流行期间播种者的教学寓言
全国教学与学习论坛将两者区分开来,这是你所在机构的问题,他说。最后,Robertson指出,如果没有经过深思熟虑的评估过程,你的机构就无法很好地了解在线课程开发的内部投资回报。“我们必须能够审视(在线课程开发),然后说,我们在哪里浪费了时间和金钱,我们如何以更短的时间、更低的成本推出质量更好的产品?”他补充说,这些问题只能通过全面的360度评估,收集学生、教师和在线课程设计师的反馈来回答。对于那些对使命在线课程开发进行了有力评估的机构,罗伯逊表示,他得出了以下结论:•创建一个教学策略库。罗伯逊说,与其每次开发和创建在线课程都重新发明轮子,不如拥有强大评估实践的机构会研究他们的在线课程中哪些是有效的,然后将有关成功教学设计实践的资源编目在图书馆中,以备将来使用。这样一来,如果一位教师在课程中精心设计了深思熟虑的、与任务一致的学习实践,他们就可以与其他教师或课程设计师分享,以便在未来的课程创建中使用。•将使命驱动的组件整合到教学中。罗伯逊说,在教学中嵌入和展示与使命一致的原则比简单地教授这些原则要有效得多。例如,罗伯逊分享了他在课程设计中嵌入虚拟考试(耶稣会的一种反思实践)的想法。“想象一下,在一门在线商业道德课程中,(在考试中)学生被要求思考他们被要求牺牲自己价值观的一次经历。什么时候的事?他们是什么感觉?那次经历教会了他们什么?”罗伯逊说,并补充说,这样的做法既更符合耶稣会的使命,也是比回答在线多项选择题更有效的学习工具。阅读更多关于Robertson的研究,请访问https://bit.ly/3bi836z。你可以给他发电子邮件至roberrol@lemoyne。edu。❖
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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