Articles

Synching up with Your Asynchronous Learners

Some students are reluctant to enroll in online courses, afraid they will miss some of the social aspects of the face-to-face classroom. For these students, it makes sense to incorporate online synchronous sessions to provide some of the benefits of the face-to-face class while maintaining most of the flexibility of an asynchronous online course.

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Why Are You Taking This Course?

Do you challenge students to think about why they’re taking a course? Most faculty are discouraged by the very common “because it’s required” response. Equally discouraging is what students hope to get out of a course. Sometimes they seem perplexed by the question! The answer is so obvious—they want an A.

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Can Clickers Enhance Student Learning?

Dr. Peter M. Saunders, director of Oregon State University’s Center for Teaching and Learning, has heard the horror stories, and understands why faculty were hesitant to use clickers in the early years.

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Seven Easy Ways to Personalize Your Online Course

In order to be part of an effective learning community, online learners need to feel the presence of the instructor and fellow learners. Jane Dwyer, a senior lecturer at Rivier College, uses the following techniques to create this sense of social presence in her online psychology courses:

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A New Approach to Grading Student Essays

As a very young teacher, I remember pulling all-nighters to get my students’ essays back within the one-week limit I set for myself. Even in those days this “cram grading” was miserable and exhausting; but now at 50—especially with the added responsibilities of husband, father, and homeowner—this style of grading papers is all but impossible.

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Problem-Based Learning: Benefits and Risks

Problem-based learning, the instructional approach in which carefully constructed, open-ended problems are used by groups of students to work through content to a solution, has gained a foothold in many quarters of higher education.

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How to Survive the Next Fad in Academic Leadership

If you’ve worked in higher education long enough, you’ve already had this experience. A supervisor or member of your institution’s governing board calls an administrative retreat, and there, following the inevitable icebreakers, brainstorming, and team-building exercises, you are presented with the “bold new paradigm” that is to determine how you are to reorganize your unit, “reconceptualize” your leadership style, or modify every policy and procedure that is already in place. Someone, it seems, has been reading a management book and has bought into a new approach to how you should do your job.

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