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Jennifer Groff

Jennifer Groff's Public Library

  • The first “science” of American public education was phrenology. After that came IQ testing, achievement testing, and today's data-driven techniques of value-added measurement.
  • but one peculiar thing has been held constant between them all. In the latest issue of Pacific Standard, Dana Goldstein identifies the original sin of American education science. For 150 years, it has focused, again and again, on devising ways to sort and rank people, rather than focus on what might seem the more sensible goal: to figure out how best to teach children what they don’t know.

  • Often when I talk about competency-based education, I fall into a semantic trap that persists in many attempts to describe the phenomenon: I contrast competency-based systems with time-based systems
  • But by contrasting competency and time, I think we oversimplify a basic reality: in practice, teachers and students within competency-based schools are still experiencing time in their day-to-day lives
  • First, the concept of minimum pace has emerged as one policy to ensure that students are not falling behind within the bounds of a competency-based system.

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  • micro-schools—small, independently-run education options for families that want personalization for their children but cannot or do not want to homeschool them
  • Because online learning can deliver content to students at the level they need, teachers spend the bulk of class time on project-based learning for deeper exploration of concepts.
  • In addition to offering a customized student experience through a personalized playlist of learning resources, AltSchool fosters a culture where parents play an integral role in helping to shape the school culture.

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  • The other key trait of successful entrepreneurs Nakache has observed is that they have laser-like focus on product/market fit
  • achieved it through relentless analysis of the data to figure out how to get bridal parties to engage on the site

  • The goal of model-driven development is to create the “blueprints” for your software in a well-defined, easily-communicated format: the UML model and diagram thereof
  • You can design your model using visual tools until you have a structure which adequately represents your needs. AGX will generate the necessary code.

  • Modeling is the designing of  software applications before coding.
  • A model plays the analogous role in software development that  blueprints and other plans (site maps, elevations, physical models) play  in the building of a skyscraper
  • Using a model, those responsible for a  software development project's success can assure themselves that business functionality is  complete and correct, end-user needs are met, and program design supports  requirements for scalability, robustness, security, extendibility, and  other characteristics, before implementation in code renders  changes difficult and expensive to make.

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  • Open business models enable an organization to be more effective in creating as well as capturing value
  • They help create value by leveraging many more ideas because of their inclusion of a variety of external concepts. They also allow greater value capture by utilizing a firm’s key asset, resource or position not only in that organization’s own operations but also in other companies’ businesses.
  • As a result of both trends — rising development costs and shorter product life cycles — companies are finding it increasingly difficult to justify investments in innovation.

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  • we’ve predicted that programs serving nonconsumption of education in areas like credit recovery and supplemental courses will be the starting point for the eventual disruption of traditional classroom instruction. We expect these programs to improve over time until they are eventually adopted for mainstream education.
  • The reason these programs are not yet going mainstream is that most are not yet good enough to satisfy the demands and expectations of mainstream students, parents, and educators.
  • I would argue that these programs are not innovating in the right direction to gain mainstream attention because they don’t have the right incentives

  • policies directly target nonconsumption in U.S. education. Pockets of nonconsumption serve as footholds for new-market disruptive innovations: these are pockets of a market or system where new entrants don’t have to compete with existing providers and where consumers’ alternative is nothing at all.
  • U.S. schools’ factory-based model resists disruption in part because there is very little nonconsumption in our K–12 education system, which has by and large successfully enforced compulsory education policies
  • Rather, pockets of nonconsumption exist one-level down from the school building at the course or class level (hence the book’s title).

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  • Business plans rarely survive first contact with customers. As the boxer Mike Tyson once said about his opponents’ prefight strategies: “Everybody has a plan until they get punched in the mouth.”
  • Start-ups are not smaller versions of large companies
  • One of the critical differences is that while existing companies execute a business model, start-ups look for one

  • The importance of open communication and transparency between co-founders cannot be overstated.
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