Wednesday, October 3, 2007
Putting Things Together
Right now I am in the process of gathering all the sources my class mates have written about and putting them all together into a straight forward outline. Next I am going to write a 1250 word paper by explaining how I grouped together all these reflections and how these ideas are going to work their way into our final paper. I've divided my outline into three main parts that I found to have some commonplace in all the articles. The first is Collaboration Through Technology, Collaboration Between Companies and Organizations and Collaboration for Innovation. For the most part, all the reflections seemed to cover these three main parts and this information should provide me with enough room to work. Wish me luck.
Tuesday, October 2, 2007
Collaboration for Innovation Part II:
invention, transfer, efficiency, and innovation: 21st-century learning abilities can be taught:
Abstract from Academic Search Premier: The article discusses teaching strategies that teacher-librarians could use when teaching alone or in collaboration with a classroom teacher to produce learners who are able to compete in a global world. Present students with a task that requires them to place articles on the opinion line as taught. Give the students a unique problem to solve where the technique taught might be one key in the solution to the problem. Assess their ability to encounter this novel problem in a new situation.
When investigating strategies for improved learning in students, the program has to be efficient, inventive, transferrable and innovative. Most lesson plans depend too much on efficiency, but the other factors don't matter in as much. To keep the program from being redundant, innovative ideas must be implemented.
Teachers must allow students to form their own conclusions without fear of criticism.
Loertscher, David. "Invention, Transfer, Efficiency, and Innovation: 21st-Century Learning Abilities Can Be Taught." Teacher Librarian 34 (2007): 36. Academic Search Premier. EBSCO. Karl E. Mundt Library, Madison. 2 Oct. 2007.
Abstract from Academic Search Premier: The article discusses teaching strategies that teacher-librarians could use when teaching alone or in collaboration with a classroom teacher to produce learners who are able to compete in a global world. Present students with a task that requires them to place articles on the opinion line as taught. Give the students a unique problem to solve where the technique taught might be one key in the solution to the problem. Assess their ability to encounter this novel problem in a new situation.
When investigating strategies for improved learning in students, the program has to be efficient, inventive, transferrable and innovative. Most lesson plans depend too much on efficiency, but the other factors don't matter in as much. To keep the program from being redundant, innovative ideas must be implemented.
Teachers must allow students to form their own conclusions without fear of criticism.
Loertscher, David. "Invention, Transfer, Efficiency, and Innovation: 21st-Century Learning Abilities Can Be Taught." Teacher Librarian 34 (2007): 36. Academic Search Premier. EBSCO. Karl E. Mundt Library, Madison. 2 Oct. 2007.
Monday, October 1, 2007
Collaboration for Innovation Part I:
Radical Collaboration:
This article discusses how IBM is collaborating with allied companies in their microchip division. They are working to develop better technology through "innovation networks" (Hamm). These networks consist of individual researchers, outside companies and IBM scientists. It is important to note that the emphasis has shifted from national alliances to international alliances.
Around 2003, IBM was losing one billion dollars after deciding to invest five billion dollars in their chip set manufacturing department. It was determined that this venture was a failure and many investors had urged IBM to abandon the operation. IBM still saw potential in chip technology and still pursued the the highly profitable business in making powerful server computers. A silver lining was seen around the ominous cloud, but they had to fix something in order to attain success in the leading technology.
John Kelly, head of the semiconductor division, "summoned 10 executives to IBM's chip factory in East Fishkill, N.Y." (Hamm). He stated that IBM had to broaden its horizons by establishing alliances with IBM scientists. They needed to find a way to improve manufacturing, chip designs and overall relationships with several key allies. However, much of his effort was met with an equal amount of resistance from his people.
Spatial Characteristics of joint application networks in Japanese patents:
IBM learned that through networking, ideas were formed and manufacturing became more efficient. They came up with the motto for the 21st Century, "network, or die." (Hamm). They needed to develop race relations and during the 1990's, things didn't go so smoothly. They learned to adapt to cultural differences through face-to-face collaboration. One example is with Mukesh Khare, a project manager, who stated that "typically in group discussions, Toshiba engineers will say "yes" to signal they understand a proposal--not necessarily that they agree. Later, he'll circle back to them and find out what they really think." (Hiroyasu)
Hamm, Steve. "Radical Collaboration." Business Week 10 Sept. 2007: 16-22. Ebscohost. EBSCO. Karl E. Mundt Library, Madison. 2 Oct. 2007.
Inoue, Hiroyasu, Wataru Souma, and Schumpeter Tamada. "Spatial Characteristics of Joint Application Networks in Japanese Patents." Physics A 383 (2007): 152-157. Ebscohost. EBSCO. Karl E. Mundt Library, Madison. 2 Oct. 2007.
This article discusses how IBM is collaborating with allied companies in their microchip division. They are working to develop better technology through "innovation networks" (Hamm). These networks consist of individual researchers, outside companies and IBM scientists. It is important to note that the emphasis has shifted from national alliances to international alliances.
Around 2003, IBM was losing one billion dollars after deciding to invest five billion dollars in their chip set manufacturing department. It was determined that this venture was a failure and many investors had urged IBM to abandon the operation. IBM still saw potential in chip technology and still pursued the the highly profitable business in making powerful server computers. A silver lining was seen around the ominous cloud, but they had to fix something in order to attain success in the leading technology.
John Kelly, head of the semiconductor division, "summoned 10 executives to IBM's chip factory in East Fishkill, N.Y." (Hamm). He stated that IBM had to broaden its horizons by establishing alliances with IBM scientists. They needed to find a way to improve manufacturing, chip designs and overall relationships with several key allies. However, much of his effort was met with an equal amount of resistance from his people.
Spatial Characteristics of joint application networks in Japanese patents:
IBM learned that through networking, ideas were formed and manufacturing became more efficient. They came up with the motto for the 21st Century, "network, or die." (Hamm). They needed to develop race relations and during the 1990's, things didn't go so smoothly. They learned to adapt to cultural differences through face-to-face collaboration. One example is with Mukesh Khare, a project manager, who stated that "typically in group discussions, Toshiba engineers will say "yes" to signal they understand a proposal--not necessarily that they agree. Later, he'll circle back to them and find out what they really think." (Hiroyasu)
Hamm, Steve. "Radical Collaboration." Business Week 10 Sept. 2007: 16-22. Ebscohost. EBSCO. Karl E. Mundt Library, Madison. 2 Oct. 2007.
Inoue, Hiroyasu, Wataru Souma, and Schumpeter Tamada. "Spatial Characteristics of Joint Application Networks in Japanese Patents." Physics A 383 (2007): 152-157. Ebscohost. EBSCO. Karl E. Mundt Library, Madison. 2 Oct. 2007.
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