Jan 072012

Learning Strategies in 2012+ – RESEARCH

RESEARCH that Directly Supports Classroom and Online Sustained, Student Success, Performance Improvement Outcomes

Tom McDonald, McDonald Sales and Marketing, LLC., 1/6/12


You also may find  “Supporting Articles Validating the Urgent Need for Education Reform” Pages 1-5 interesting

Bill Brandon, in Learning Solutions Magazine, does a very nice job of identifying the new learning strategies in his 12/30/11 article

The new long term, learning model is below, with additional, supporting, documentation. Those that come closest to this new, truly personalized,  disruptive, learning model, will achieve individual, critical, learning , transfer, successful application, behavior change and adaptive reasoning skills, consistent with strategic individual/organizational objectives, in the shortest individual time possible (think differentiated instruction and differentiated reinforcement).

Those that hang on to the traditional one to many ‘sage on the stage’ approach (think event based lecture) will be left behind.

The New Long term, Learning Model:

(1)  Instructor facilitated, truly personalized, learning methodology, over time, (2) With instructor facilitated, truly personalized, reinforcement, over time, (3) In an instructor facilitated, truly personalized blended learning environment, over time,  (4) Supplemented by truly personalized learning technology.

Where individual long term, learning, = Instructor Facilitated, Appropriate:  initial understanding, ongoing reinforcement, fluency/mastery, recall (eliminating forgetting), application, stick/behavior change, in the most effective and most efficient way possible

This key question still remains:

If individual learning, of critical must know information to fluency,  in the shortest time possible, consistent with strategic organizational objectives  is the new mandate, why are we not changing to embrace the new model? Here are some possible weak reasons against change…and some strong arguments for change.

(1) I’m integrating personalized learning  and accelerated learning methodologies into my instruction…

…Spectacular! You are on the right path. Note that for affordable and scalable, differentiated instruction and differentiated reinforcement to occur (truly personalized learning), you need truly personalized learning technology. This will integrate research proven learning methodologies into your instruction as well as into your the learning software, empowering each participant with a consistent, personalized and customized learning plan, as well as individualized spacing,  pacing and reinforcement over time (customized to each individual).

(2) There are so many ‘learning technology’ choices available. I don’t know where to start…

…There are lots and lots of ‘learning technology’ choices, but you will find very few of them offer truly personalized learning technology (TPLT). Ask these questions to narrow your focus to truly personalized learning technology:  (a) Does your TPLT offer true differentiated learning and differentiated reinforcement?  (b) Does your TPLT allow for the assessment of individual student learning gaps and then create a customized learning plan for each student specific to their individual learning gaps? (c)  Does your TPLT allow you to monitor the learning progress of each individual participant? (d) Outline your TPLT individualized learning methodology. (e) Please send me the learning research theory & learning methodology that supports your TPLT learning platform. (f) Show me real examples of where your learning technology has advanced individual learning. (g) Can I see a demo of your TPLT where you demonstrate and explain your truely personalized approach?

Keep in mind that a one to many teaching methodology, (think lecture), individually delivered over cool technology, IS NOT personalized learning, nor is it truly personalized learning technology.

(3) The supporting/validating research is not there…

… This is just not the case. There is more than adequate learning research validating this new approach, including documented, real learning advances:

I. Academy for Innovative Higher Education Leadership

II. Achieve


IV. Affective Neuroscience Laboratory   UW Milwaukee

V. AffordableCollegesOnline.org

  • Ask if their online software platform is (1) 20th Century, factory based, traditional, one size fits all, or is (2) 21st Century, educationally innovative. Avoid the traditional one size fits all software platform

VI. Alliance for Excellent Education

  VII.  Alliance to Reform Education Leadership

VIII. Ambient Insight Research

VIX. America Achieves

X. American Association of Colleges for Teacher Education

XI. American Association of Community Colleges

XII. American Educational Research Association

XIII. American Institutes for Research (AIR)

XIV American Journal of Psychiatry

XV. Annie E. Casey Foundation

XVI.Association of Computational and Mathematical Modeling (AoCMM)

XVII. Aspen Institute

XVIII. Attendance Works

XIX. Australian Council for Educational Research (ACER)

XX. Australasian Society for Computers in Learning in Tertiary Education (ascilite)

XXI. BABSON SURVEY RESEARCH GROUP – in the Arthur M. Blank Center for Entrepreneurial Research at Babson College

XXII. Barksdale Reading Institute (BRI)

XXIII. Blended Learning Institute – BLU_; Formerly The Clayton Christensen Institute

XXIV.  Brookings

XXV.  Campaign for Grade Level Reading, The (Janz Ganz Cooney Center)

XXVI. Campus Compact

XXVII. CAPA – The Global Education Network

XXVIII. Center for Analysis of Post Secondary Education and Employment (capsee)

XXIX. Center for Community College Student Engagement – (CCCSE)

XXX. Center For Digital Education

XXXI. Center for Education Data and Research (CEDR)

XXXII.  Center for Education Innovation (CEI) – Mississippi

XXXIII. Center for Educational Innovation (CEI) – New York City

XXXIV. Center for Education Reform

XXXV. Center for Reinventing Public Education (CRPE)

XXXVI. Center For Secondary School Redesign (CSSR)

XXXVII. Center On International Education Benchmarking (CIEB)

XXXVIII. Century Foundation

XXXIX. Chronicle of Higher Education

XXXX. City and Guilds

XLI. Clayton Christensen Institute

XLII.Collaborative for Academic, Social and Emotional Learning (CASEL)

XLIII. Commission on the Skills of the American Workforce

XLIV. Community College Research Center –  (CCCR),  at Columbia University

XLV. Competency Based Education Network (C-BEN)

XLVI. Connected Learning Research Network, The

XLVII. Consortium For School Networking (CoSN)

XLVIII. Council of Chief State School Officers – (CCSSO)

XLIX. CREDO – Center for Research on Educational Outcomes at Stanford University

L. Data Quality Campaign

LI. Deming Institute – The W. Edwards Deming Institute

LII. Department for Education and Skills (DfES), The – UK

LIII. Digital Clarity Group

LIV. Digital Education Research Network – (DERN); Managed by the Australian Council for Educational Research (ACER), see above

LV. Digital Learning Now!

  • “10 Elements of High Quality Digital Learning”
  • “Blended Learning Implementation Guide for Schools and Districts”
    • The Guide
  • “Funding the Shift to Digital Learning: Three Strategies for Funding Sustainable High-Access Environments”
  • “Data Backpacks: Portable Records & Learner Profiles”
  • “Getting Ready for Online Assessments”
  • “The Shift from Cohorts to Competency”; An In-Depth Look at Competency-Based Education
    • The Paper
  • The second annual Digital Learning Report Card is out, grading significant policy decisions (on a state-by-state basis) which “are advancing student-centric reforms, reducing barriers to blended learning, and encouraging the use of technology to offer a more personalized college- and career-ready education.”

LVI. DJS Research

LVII. Driving Toward a Degree

LVIII. Duke University


LX. Edtech World Tour

  • Learning from Best Practices Around the World in Education Innovation
    • Beyond the Hype : Mapping Edtech Clusters and Creating Open-Source Resources for a Refined Understanding of the Global Ecosystem
      • What are the key components of an ecosystem that an edtech startup needs to thrive?

LXI. Education Evolving

LXII. Education Northwest

LXIII. Education Schools Project

LXIV. Education  Trust

LXV. Educational Psychologist

LXVI. Education Reform Now

LXVII. Education Research Alliance of New Orleans

LXVIII. Education Week Research Center

LXIX. Educators4Excellence

LXX. Edutopia

LXXI. Epic-ed

LXXII. Evergreen Education Group; (kpk12.com)

LXXIII. Facebook

LXXIV. Fast Track Project

LXXV.  Federation of American Societies for Experimental Biology

LXXVI. Fordham Institute (Thomas B. Fordham)

LXXVII. Franklin Foundation

LXXVIII. Frontline Research and Learning Institute

LXXIX. Gallup

LXXX. Gates Foundation, The

LXXXI. General Assembly

LXXXII. Generation Study Abroad (Part of Institute of International Education – IIE)

LXXXIII. Georgia Institute of Technology

LXXXIV. Harvard University,

LXXXV. HigherEd.org Portal

LXXXVI. Hewlett Foundation

LXXXVII. Indiana University School of Education

LXXXVIII. Information Technology and innovation Foundation (ITIF)

LXXXIX. Innosight Institute; K-12 Blended Learning (Now the Clayton Christensen Institute)

LC. Institute for College Access and Success

LCI. Institute for Higher Education Policy (IHEP)

LCII. Institute For Student Achievement

LCIII. Institute for Simulation and Training (IST) @ University of Central Florida (UCF)

LCIV.  Institutions of Higher Learning (IHL)

LCV. Institute of International Education – (IIE)

LCVI. International Association for K-12 Online Learning, The (iNACOL)

LCVII. International Society for Technology in Education (ISTE)

LCVIII. Inter-University Consortium for Political and Social Research (ICPSR)

LCIX. iPASS Initiative –Integrated Planning and Advising for Student Success (iPASS)

C. Jobs for the Future

CI. Johns Hopkins University

CII. John William Pope Center

CIIILumina Foundation

CIV. Lynda

CV. Massachusetts Institute of Technology

CVI. Mass Insight Education



CIX. Miller Center – University of Virginia

CX. Mindset Works

CXI. National Academic Advising Association (NACADA -Kansas State Universit

CXII. National Alliance for Public Charter Schools – (National Alliance)

CXIII. National Association for Community College Entrepreneurship (NACCE)

CXIV. National Association of Charter School Authorizers (NACSA)

CXV. National Association for College Admission Counseling (NACAC)

CXVI. National Association for Community College Entrepreneurship (NACCE)

CXVII.  National Association of Colleges and Employers (NACE)

CXVIII. NASPA – Student Affairs Administrators in Higher Education

CXIX. National Bureau of Economic Research

CXX. National Center for Analysis of Longitudinal Data in Education Research (CALDER)

CXXI. National Center for Policy Analysis

CXXII. National Center on Education and the Economy (NCEE)

CXXIII. National Center for Inquiry and Improvement

CXXIV. National Center for Innovation in Education (C!E: University of Kentucky)

CXXVNational Center for Montessori in the Public Sector

CXXVI. National Commission on Teaching and America’s Future (NCTAF) and ConsultEd Strategists

CXXVII. National Comprehensive Center for Teacher Quality, The (TQ Center) > GTL @ AIR

CXXVIII. National Council on Teacher Quality (NCTQ)

CXXIX. National Education Policy Center (NEPC)

CXXX. National Institute for School Leadership (NISL)

CXXXI. National Institutes of  Health

CXXXII. National School Boards Association -NSBA (NBSA Center for Public Education)

CXXXIII.  National Student Clearinghouse

CXXXIV. Nellie Mae Education Foundation

CXXXV. NerdWallet

CXXXVI. Nesta, the London Knowledge Lab (LKL) and Learning Sciences Research Institute (LSRI), University of Nottingham

  • Decoding Learning Report; [ Nesta commissioned the London Knowledge Lab (LKL) and Learning Sciences Research Institute (LSRI), University of Nottingham, to analyse how technology has been used in the UK education systems and lessons from around the world]

CXXXVII.  New America

CXXXVIII. New Teacher Center

CXXXIX. Nish Sonwalkar (MIT)

CXL. NMC Horizon (Higher Education)

CXLI. NMC Horizon (K-12)

CXLII. Northwestern University

CXLIII. One-to-One Institute; Project Red

CXLIV. Online Learning Consortium (OLC)

CXLV. Payscale

CXLVI. Pell Institute

CXLVII. Penn State

CXLVIII. Pew Research Center

CXLIX. Pokemon Go: Is it for You?

CL. Politico

CLI. Proceedings of the National Academy of Sciences (PNAS)

CLII. Project on Academic Success: Indiana University

CLIII. Public Agenda

CLIV. Publications

CLV. Programme for International Student Assessment – PISA (OECD)

CLVI. Promethean Education Strategy Group

CLVI. Results School Districts

CLVIII.  Review of Economics and Statistics

CLIX. Riley Institute Furman University

  • About
    • ” Committed to nonpartisanship in all it does and to a rhetoric-free, facts-based approach to change”.

CLX. Ruffalo Noel Levitz

CLXI. School Improvement Network

CLXII. Share Fair Nation


CLXIV.  Sloan Consortium, The; Now OLC

CLXV. Speak Up and Project Tomorrow

CLXVI. SRI International

CLXVII. Stanford University 

CLXVIII. STAR, School Technology Action Report, by eSchool Media, Inc

CLXIX. Students Matter

CLXX. Student Success Tools

CLXXI. Student Success Stories

 CLXXII. Teachers and Performance Based Pay

CLXXIII. Teach for America and The Carnegie Foundation for the Advancement of Teaching

CLXXIV.  Telstra

CLXXV.  TES Global – TES

CLXXVI. Tennessee Star Experiment

CLXXVII. Third Way

CLXXVIII. Traditional Educations Traditional Arguments as to Why Traditional Education Doesn’t Work (They define these as “The Problem”)

The Real Solutions to the Real Problem of Advancing, Effective, Efficient, Consistent, Relevant, Sustained, Student Success Outcomes, that Result in Advanced, Effective, Efficient, Consistent, Relevant, Sustained Student Success, Performance Improvement Outcomes Outcomes

CLXXIX. Tyton Partners

CLXXX. University of Brighton

CLXXXI. University of California

CLXXXII. University College Dublin; Geraldine O’Neill and Tim McMahon

CLXXXIII. University of Kansas

CLXXXIV. University of Melbourne

  • Professor John Hattie
    • His influential 2008 book Visible Learning: A synthesis of over 800 Meta-Analyses Relating to Achievement is believed to be the world’s largest evidence-based study into the factors which improve student learning. Involving more than 80 million students from around the world and bringing together 50,000 smaller studies, the study found positive teacher-student interaction is the most important factor in effective teaching.

CLXXXV. University of Missouri College of Education

CLXXXVI. University Professional and Continuing Education Association (UPCEA)

CLXXXVII.  University Ventures

CLXXXVIII.  US Department of Education

CLXXXIX. Vanderbilt University

CXC. Ventureramp, Jim Brazell, CEO

  • Cyber Education: The Role of Technology in Education Transformation
  • Jim Brazell  presents why STEM (science, technology, engineering & Math), individual deep, long term, learning, transfer and application, is strategically important and makes a strong case for the need to integrate “college readiness” and “career readiness”
    • Audio ( 60 minutes+)
    • Supporting Power Point (148 slides to visually follow along to the audio)

CXCI. Waisman Center – UW Madison

CXCII. Wallace Foundation, The

CXCIII. XQ The Super School ProjectAmerica Needs a New Way of Learning

(4) Truly Personalized Learning Technology is not yet Available…

…This is simply not true. Truly personalized learning technology has been available  since 2000, if not sooner.

(5)  I’d like to first try this ‘new revolutionary learning approach’ I read about, or my colleague suggested, to see if I can better my learning outcomes…

…The only new learning approaches that you need to integrate, are the ones that solid learning research validate. The time for additional learning trial and error has come and gone.

‘Learning Styles’ and why you shouldn’t use them,   When it is appropriate to individually deliver instruction over ‘cool technology’

(6) I’m using our current learning technology to create your  recommended blended learning environment…

Your current ‘learning technology’, more than likely, is either a content management system/knowledge management system (place to store and access one to many word docs, videos, pdf files – not really learning technology) and/or is a traditional one to many teaching delivery system. Either way, neither is a truly personalized learning approach, using truly personalized learning technology.

(7) Individual change is difficult…

…Yes it certainly is, but we are changing all of the time, in other chosen circumstances, to better our strategic outcomes. Aren’t we supposed to be focused on the learner and organizational strategic outcomes?

(8) I have no positive or negative incentive to change…

…Really? Your only motivation to make things better is outside motivation? What happened to your internal desire to make things better, simply because you can? Isn’t our focus on the learner and advanced learning outcomes, consistent with strategic organizational objectives?

(9) I’m not an early adopter. I’ll wait until the new learning approach has been specifically proven to advance learning  in my defined world, possibly with one of my colleagues first…

…You want proven benefits delivered to you this way? Learning is learning. Advanced individual learning effectiveness and efficiency, with critical must know information, is bettered individual learning outcomes in any environment.  There is ample, available, market proof that individual learning outcomes are advanced with this new personalized learning  approach. Why not see for yourself what you are missing, as well as what your learners are missing?

(10) I don’t know how to…

…This is a realistic statement for anything new. You first  need to read and understand everything you can about personalized learning, personal learning environments and the learning theory research that validates/verifies their effectiveness. You will then become an knowledgeable advocate. Learning technology providers, learning consultants and your innovative colleagues, can help you transition from the old teaching model to the new learning model.

Have I missed any other reasons to not change to the new learning model, along with parallel supporting arguments for change?

Please let me know. Tom



To Discuss how these Solutions will add value for you, your organization and/or your clients, Affinity/Resale Opportunities, and/or Collaborative Efforts, Please Contact:

Tom McDonald, tsm@centurytel.net; 608-788-5144; Skype: tsmw5752

learning strategies, McDonald Sales and Marketing, LLC