Kyle Peck | Professor of Education, Penn State University
.Higher education is out of sync with its rapidly changing environment. Without quick changes, alternatives will emerge and dominate. The deceptively simple “digital badging movement” can act as a catalyst to accelerate critical changes or can demonstrate to the world that higher education is out of touch and that emerging alternatives are becoming superior.
The “Badging Movement”
We all understand badges (symbols that represent accomplishments), right? They have been with us since the Middle Ages. How can this old concept change education? Well, there are now “digital badges” that expose the weakness of our current assessments.
Education describes learning minimally and badly. “Letter grades” emerged a century or so ago, before computers, when recordkeeping was a real chore. Yet we still use a single letter (A to F) to represent all that has been learned in a course, and a “yes/no” verdict to represent degree attainment (diploma/no diploma). A transcript gives no indication of what was mastered and what remains to be mastered, and grades are influenced by factors such as attendance and punctuality of assignments, preventing grades from accurately representing what the recipient knows or can do.
This system is more effective at sorting learners than supporting learners until they are successful.
Badging, on the other hand, is a form of “micro credentialing” representing important accomplishments that are smaller than courses and assessing them well. And “digital badging,” as it is currently being deployed will embed as meta-data within each badge icon:
- A link to the criteria for earning the badge;
- A link to a description or actual copies of the assessment tools used to determine whether the criteria were met (if the badge issuer chooses) and the work that the badge holder submitted to earn the badge (if the badge holder allows it).
So… institutions of higher education and private corporations that are serious about assessment and willing to be accountable will publish their criteria and the assessment information as evidence that their badges can be taken seriously.
Organizations that now rank higher education providers based on inputs (external funding, number of faculty, average GRE score, etc.) will be able to examine what students are asked to do and how learning is evaluated, to produce more meaningful assessments of an institution or program’s quality. [snip].
So how will higher education institutions respond to this challenge? Evolution is defined as “a process of gradual, peaceful, progressive change or development.” Well-managed systems (like higher education) are capable of directing their own evolution, but will the evolution be fast enough to preserve higher education’s privileged place in the educational hierarchy?
We can evolve, conducting “business as usual” and taking small steps but becoming irrelevant. OR, we can take a more revolutionary approach, quickly embracing a few reasonable, long-overdue changes and become indispensable.
The Path to Relevance
To become indispensable we need to:
- Embrace “micro-credentialing” (badging) and adopt a mastery-based approach. Badges will be awarded when the criteria have been met. Multiple attempts to meet the criterion must be expected. [snip].
- Redesign our courses as opportunities for learners to do things that require interaction with others.
- During that redesign, courses must present opportunities for learners to earn a set of related badges by demonstrating the identified skills and abilities.
- Create and support “learning communities” appropriate for different learning domains ... . [snip]
In this era of online information, people expect to be able to determine the quality of the products they buy and the people they trust and or employ. [snip].
Higher education currently provides minimal and bad information about products (skills and knowledge) that are much more important than the products we buy online. This will not be tolerated.
We need to take assessment seriously, embracing the badging movement and setting the bar high or accept the path to irrelevance.
Source and Fulltext Available At