4. Why technology has not fully integrated: Not enough resources Not enough planning time Out of date equipment Technical issues1 1Bauer, J. & Kenton, J. (2005). Toward Technology Integration in the Schools: Why It Isn't Happening. Journal of Technology and Teacher Education, 13(4), 519-546. Retrieved June 30, 2009, from http://proquest.umi.com.ezp.waldenulibrary.org/pqdweb?did=916970701&sid=2&Fmt=6&clientId=70192&RQT=309&VName=PQD+
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7. Barriers to use Too Distracting Cheating tools Inappropriate use
8. Powerful learning tools Collaboration Discussion Sharing new ideas Personalized learning2 2Tomasino, C., Doubek, K., & Ormiston, M. (2007). Can handhelds make a difference? Lessons learned from large and small scale implementations. Educational Technology Magazine, 47(3), 29-32. Retrieved August 8, 2009, from http://asianvu.com/bookstoread/etp/Educational_Technology_May_June_2007.pdf
9. Allowing Teachers New Dimensions to learning New forms of assessment New forms of review New ways for brain storming3 3Savill-Smith, C., Attewell, J., and Stead, G. (2006). Mobile learning in practice. London: Learning and Skills Network.
10. Allowing students Greater motivation Greater engagement New tools to gather information Text Graphs Images Video2 2Tomasino, C., Doubek, K., & Ormiston, M. (2007). Can handhelds make a difference? Lessons learned from large and small scale implementations. Educational Technology Magazine, 47(3), 29-32. Retrieved August 8, 2009, from http://asianvu.com/bookstoread/etp/Educational_Technology_May_June_2007.pdf
11. Needs Improve student achievement Improve Digital Literacy Greater Student Engagement Greater student access to technology
12. Needs To connect home culture with school culture Outside Tech literacy made part of school literacy All tools of literacy needed to find success4 4Kolb, L. (2008). Toys to tools: Connecting student cell phones to education. Washington, DC: International Society for Technology in Education.
19. Critical Mass Opinion leaders need a positive view of the innovation. Inventive and technologically sound faculty Incentives of recognition The idea of inevitability
20. A Hybrid Approach Centralized – vertical diffusion Appoint a change agent Decentralized – horizontal diffusion Opinion leaders Local innovators
21. Role of the Change Agent Show a need for change Establish an information exchange relation ship Diagnose problems Create intent to change Translate intent into action Stabilize the adoption Achieve a terminal relationship
22. The Laggards The long term teacher The teacher who doesn’t want to change The technophobe
23. Who are the change agents District technology coordinator Lead innovators in each building The early adopters The risk takers The leaders
24. “Educators can continue to be enforcers, battling with students over mobile devices, wasting a unique opportunity in time. Or educators can make their scarce dollars go further by ultimately having students use their own mobile devices for school work” Norris and Soloway Norris, C., & Soloway, E. (2009, January). The Impending Mobile Mega-Disruption. District Administration, 45(1), 84-85. Retrieved August 10, 2009, from http://ezp.waldenulibrary.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=36206090&site=ehost-live&scope=site.
These are the needs that we have in the classroom. However, there is a lack of funding to provide enough computers to meet many of these.
These are the needs that we have in the classroom. However, there is a lack of funding to provide enough computers to meet many of these.
This data was developed by comparing the number of cell phone subscriptions in a given year to the population that year. Taken from census.gov and http://files.ctia.org/pdf/CTIA_Survey_Year-End_2008_Graphics.pdf
These individuals would be the current technology leaders, and the risk takers who enjoy the challenge of a new learning tool.For these innovators to begin the adoption of the technology, they would need to see, on some level, most of the 5 perceived attributes. They would have to understand the relative advantage of the technology, know its compatibility with current classroom practices, know how complex the technology is to use and implement, be able to experiment with the technology (Rogers, 2003). Many would not need to see results and be willing to try the technology out on its own. Note though this would be a very small percentage of faculty who would fall into the early innovators categories. As Rogers indicates only about 2 to 3 percent.
These individuals would be the current technology leaders, and the risk takers who enjoy the challenge of a new learning tool.For these innovators to begin the adoption of the technology, they would need to see, on some level, most of the 5 perceived attributes. They would have to understand the relative advantage of the technology, know its compatibility with current classroom practices, know how complex the technology is to use and implement, be able to experiment with the technology (Rogers, 2003). Many would not need to see results and be willing to try the technology out on its own. Note though this would be a very small percentage of faculty who would fall into the early innovators categories. As Rogers indicates only about 2 to 3 percent.
Critical mass will occur when mobile devices have begun to see use in at least 20% of classrooms in every building. At this point the innovation would become self sustaining and see rapid growth among many classrooms.Cell phones have reached critical mass in society. However, they have not reached critical mass in an educational setting as a tool for learning.In order to achieve critical mass, there are some steps that can be taken.Opinion leaders need a positive view of the innovation. They should be highly respected individuals and well known in the faculty.Initial adopters should include the more inventive and technologically sound facultyIncentives of recognition for pioneering the work should be used to award those who adopt and aid others in adoption.The idea of inevitability of the diffusion should be fostered among those who have yet to adopt the innovation
Should the board choose to adopt this innovation, a decision would have to be made as to how the use of mobile devices in the classroom. In this case, a hybrid of the centralized and decentralized approach should be used. Centrally, administration should appoint a change agent to over see the diffusion as well as offering support, both knowledge and technical, to the adopters. There will be more specifics in his role in the next slide.Overall however, the true approach to be used should be decentralized. This allows for the empowerment of teachers who wish to use the innovation. If the teachers do feel empowered more will be willing to adopt. Many teachers are hesitant when a centralized approach is used to begin the diffusion of an innovation. Opinion leaders, those whom are known leaders among teachers should be introduced to the innovation by early adopters, not central administration, as the opinion leaders’ opinions will carry more weight with the faculty. With opinion leaders and local innovators, the use of mobile devices should reach critical mass fairly quickly, if the central administration only offers a role of support rather than installing the innovation.
The role of the change agent is a critical one in the diffusion of an innovation. Change agents are able to guide the diffusion process and step in when necessary to offer support where needed. This is accomplished by the ability for the change agent to showA need for change by working with opinion leaders and lead innovators to show them how mobile devices can aid them in instruction over the methods they are currently using. Establish an informal exchange relationship by developing a rapport with the individuals using the innovation. Diagnose problems the adopters may be having with the innovation. A good empathetic relationship with the adopter is important hereCreate an intent to change. The change agent is a motivator that works with adopters to build their interest in the innovationTranslate intent into action by working with opinion leaders to network with adopters to begin using the innovation.Stabilize the adoption by reinforcing the positive behavior of adoption and therefore preventing discontinuance of the adoption.Achieve a terminal relationship by fostering what is called by Rogers a self-renewing behavior, thus putting himself out of business
These individuals are the:The long term teacher who is successful in what they do,The teacher who sees no need to change what works for them, and The technophobic individual.The Laggards would have to see the relative advantage of using this technology over what they are already using. Will this make their work any easier? Is there any incentive to change?They would also need to be able to observe the success of the technology. Does it deliver what it promises as an educational technology?They would, finally, need to see how easy the technology is to use. If there is any great degree of difficulty, they may choose to reject the innovation.
The change agents in the district include the district technology coordinator and the lead innovators in each building. These lead innovators tend to be the early adopters of many innovation. The ones who take risks to improve student learning. The ones who also have good relationships with opinion leaders in the buildings as well.