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Sauder Learning Labs
1. Sauder
Learning
Labs
A Disruptive Space 1 Year Old
COHERE 2015
Rob Peregoodoff
Director
Learning Services
Elizabeth Newton, PhD
Full Time Lecturer, Marketing
and Behavioural Science
Division
3. AN INVITATION TO TOUR
Operational =>Jamie Stockdale, Sauder Learning Services Team Lead =
Jamie.stockdale@sauder.ubc.ca
Technical => Ken Watanabe, Project Manager-AV Support, UBCIT =
ken.watanabe@ubc.ca
Pedagogical => Elizabeth Newton, Full Time Instructor, Sauder
elizabeth.newton@sauder.ubc.ca
Vision/Governance/Change Management => Rob Peregoodoff, Director
rob.peregoodoff@sauder.ubc.ca
11. THE CONCEPTUAL DESIGN – DL 009 (66 SEATS)
TEAMS, COLLABORATION, PROBLEM SOLVING
1. Local/boardroom mode
1. 6 seats, monitor with wireless connectivity, ‘whiteboards’ , Quad View
for each monitor, dedicated 1 TB LAN point
2. CEO/instructor mode
1. 11 tables, local and instructor view, table mics, monitor throws
3. “Truman Show’ mode
1. ‘Room Capture’ vs. Lecture Capture
2. Along with mics, 4 HD cameras in each corner
3. Webinar broadcast (any platform) and multi-channel recording
4. Group Global (currently Tables 6 and 11)
1. Dedicated HD cameras and connectivity independent of the rest of the
room (rest of room is wired for installation)
13. OTHER SAMPLE ACTIVITIES
• Full Time MBA Students -> Chair, Conference Board of Canada (from Ottawa)
• Bcom Business Career Center Career Workshop-> Bell, Apple, McDonalds, Google
(TBC), Riipen
• First Year Orientation -> Sauder Undergraduate Office (physical only)
• Teacher Hackathon -> Dr. David Ng, Michael Smith Laboratories, 22 teachers for PD
• MBA Undercover CEO -> Case debrief
• Full Time MBA Global Immersion -> Bangalore, Copenhagen, Shanghai
• 9/11 Airport response simulation
• Global Stock Market simulation
• ?
14. LESSONS LEARNED
• Learning Spaces can drive curriculum
innovation:
• Contrary to common practice in educational institutions world-wide,
these labs were NOT designed by large consultation or collaboration,
nor were they designed after exhaustive reviews of curriculum and/or
learning objectives. To quote an anonymous source, “had we followed
this practice, we would have ended up with tiered lecture theatres with
document cameras and one projector with a whiteboard…”.
• “When I walk into most lecture theatres on campus (any campus), I see
restrictions, when I walk into the Sauder Learning Labs, I see
opportunities.” Jim Sibley, Director of the Center for Instructional
Support, Faculty of Applied Sciences, UBC
15. LESSONS LEARNED
• Institutional bureaucracies are not ready for
flexible learning spaces
• What do you mean you don’t want the room
for the entire semester?
• Room Occupancy (Security, Plant-Ops)
• Tinder for classroom swaps…
16. LESSONS LEARNED
• Never underestimate need for support = Sauder uses
student/staff for all Learning Labs bookings. Scenarios:
• 0-3 weeks at beginning of semester, onsite, in-class
• All ad-hoc bookings, onsite, in-class for launch
• Tech Rovers - perform other tasks as designated by
Learning Services staff (or faculty) when not needed
(onsite but not in class)
17. LESSONS LEARNED
• Focus on Audio and Data, video is not critical:
• There is no video conference architecture in the
Sauder Learning Labs at all. Consequence?
• We can ‘join’ anyone, anywhere, anytime on any
platform of our (or their) choosing, and we can ‘bring
in’ to the labs anything on the internet…
18. IN CONCLUSION
• Vendors
• Crestron Airmedia
• Europtimum
• Panapto
•Costs
• Please contact Rob directly for project costs
