Victoria University successfully adapts radical Block Model for online delivery – Training & Development- Tempemail – Blog – 10 minute

The latest academic results from Victoria University suggest the institution’s radical (and at times controversial) ‘Block Model’ has successfully integrated with remote teaching initiatives during the COVID-19 pandemic.
Students at the university only take one course at a time during an intensified and condensed period known as block, as opposed to the de facto practice of running courses concurrently over the course of a semester.
Block Model critics questions whether the blocks are too short to consolidate a course’s knowledge and synthesise it with content from other courses, but it proponents point to an improvement in student numbers and results at Victoria University as proof of the method’s efficacy.
The university recently invested considerable time and effort ensuring content and its delivery (both in class and online) were we up to the challenge of the new delivery method, and overhauled its digital learning management system to support students through the changes.
Figures from VU suggest that students took the abrupt switch to online learning well, with their performance for the second block of semester one (spanning the lockdown-ridden month of April) marginally improving at the top end of the spectrum, with fewer recorded instances of dropouts or failures overall.
Data from Block 2, 2020 compared to Block 2 in 2019 (for all Melbourne students) show:• 25.0 percent of students achieved high distinctions, compared with 24.7 percent in 2019;• 26.3 percent of students achieved distinctions, compared with 27.8 percent in 2019;• 18.8 percent of students achieved credits, compared with 21.1 percent in 2019;• 8.0 percent of students achieved a pass, compared with 10.9 percent in 2019; and• 9.8 percent of students failed/withdrew, compared with 11.6 percent in 2019.
Given the disruption to the overall tertiary sector that has resulted in some student associations calling for refunds due to the lowered quality of teaching as universities went largely online, vice-chancellor Professor Peter Dawkins is hailing Victoria University’s results as a success for the Block Model.
“Students at VU are continuing to perform well both on and off-campus and have adapted successfully to the transition to flexible and remote learning, which is shown through this testing period,” Dawkins said.
“The results also reflect the commitment of our teaching staff who have undergone rapid and significant professional development to ensure teaching quality as well as successful student engagement and outcomes through innovative learning strategies.”
It’s worth noting, however, that students at most other universities are yet to complete their studies for the semester or trimester – a period of time that spans back to before isolation and video conferences became the norm for large swathes of society.
One thing many other universities are also having to come to terms with is a higher rate of students dropping courses, either due to dissatisfaction with remote delivery or other COVID-19 related causes.
While VU hasn’t broken out which students failed versus how many dropped out, the numbers are better than this time last year.
It’s also experienced a strong increase in the number of students enrolled for Block 3, a rise of 20 percent compared to 2019, which may be partly attributed to the growing number of unemployed people seeking to retrain or upskill in the wake of mass lay-offs.

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Will Facebook’s new oversight board be a radical shift or a reputational shield? | Technology- Tempemail – Blog – 10 minute

A new era of social media governance began Wednesday, when the first 20 members of Facebook’s long awaited oversight board were announced. The international panel of free expression advocates, journalists, a former prime minister, a Nobel laureate, and law professors will have final say over certain content moderation decisions for the world’s largest social media platform, independent of Facebook’s executives and staff.
This limited transfer of power to an independent entity represents something of a sea change for a company that has since its founding been under the tight control of CEO Mark Zuckerberg, who is chairman of the board and controls a majority of the company’s voting shares.

But will Facebook’s oversight board live up to its lofty promises and reshape how Facebook shapes the world? Or will it just be a reputational shield for a company whose pathologies run deeper than the question of whether individual pieces of content should be allowed or taken down?
“We are all committed to freedom of expression within the framework of international norms of human rights,” the four co-chairs of the board – Catalina Botero-Marino, Jamal Greene, Michael W McConnell and Helle Thorning-Schmidt – wrote in a New York Times op-ed introducing themselves to the public Wednesday. “We will make decisions based on those principles and on the effects on Facebook users and society, without regard to the economic, political or reputational interests of the company.”
“I wish I could say that the Facebook review board was cosmetic, but I’m not even sure that it’s that deep,” said Siva Vaidhyanathan, a professor of media studies at the University of Virginia and author of a book on Facebook. “If Facebook really wanted to take outside criticism seriously at any point in the past decade, it could have taken human rights activists seriously about problems in Myanmar; it could have taken journalists seriously about problems in the Philippines; it could have taken legal scholars seriously about the way it deals with harassment; and it could have taken social media scholars seriously about the ways that it undermines democracy in India and Brazil. But it didn’t. This is greenwashing.”
The board’s initial work will be to review appeals of Facebook’s content takedowns, and it will be empowered to overrule decisions made by Facebook’s army of content moderators or executives.
In this way, the board appears designed to address the kind of controversies that Facebook has faced over content with journalistic, historic or artistic merit that nevertheless violates the company’s advertiser-friendly “community standards”, such as the international outcry over its censorship of the “Napalm girl” photograph in 2016 or the years-long legal dispute over its shuttering of the account of a Frenchman who had posted Gustave Courbet’s The Origin of the World. Other pressing issues that could face the panel include content from anti-vaccine activists, conspiracy theorists or rightwing extremists who have become adept at gaming the platform’s rules.
“Facebook is a company that was made by brilliant engineers, and they were extremely good at that, and then they discovered that they were going to have to make complex decisions that would tax anyone, that were moral, legal, ethical, about privacy,” said Alan Rusbridger, the former editor-in-chief of the Guardian and a member of the new oversight board. “Those are decisions that newspaper editors make every day of our lives.”
But Vaidhyanathan argued that such questions are insignificant compared to Facebook’s power to amplify certain content over other content. And while Facebook has said that it may expand the scope of the oversight board’s decision making to other policy areas, it is unlikely that the board’s power will extend to re-tuning Facebook’s algorithms.
“The power of Facebook is its ability to choose what everyone sees,” said Vaidhyanathan. “It’s not that it gets to choose what you post.”
Joan Donovan, the research director of Harvard’s Shorenstein Center and an expert on media manipulation, raised concerns that the board would become “weaponized” by bad actors, who will use it as another opportunity to get their issues into the press.
“This theory of oversight is heavily informed by legal scholarship, which is slow and administrative and technical in nature, when we need something much more suited to the speed of the technology itself,” she said. “They’re going forward with this really long drawn out procedural mechanism that doesn’t address what the problem is – which is that viral content only needs to be on the internet for 4-8 hours for it to do its damage.”
Looking at the scale of the “infodemic” facing Facebook amid the coronavirus pandemic, Donovan said that the much more pressing concern is to solve the problem of “information curation, especially in a place like Facebook, that helps guide the user toward correct content and information rather than putting them in the middle a landfill and saying, ‘You sort it out’.” The oversight board is ultimately a distraction from “what really needs to happen”, she said, “which is to design technology that doesn’t allow for the expansive amplification of disinformation and health misinformation”.
The board’s makeup tends heavily toward legal experts and leaders, and Claire Wardle, the director of First Draft and an expert in misinformation, said she hopes they will bring on more “practitioners” in the future. “These are not people who have gotten down and dirty in closed Facebook groups with conspiracy theorists,” she said.
Still, Wardle said she was cautiously optimistic about the concept of the board and pleased with the caliber of its initial members, whose reputational heft could shift the power imbalance that Facebook’s critics have often faced.
“These people have too much reputational capital to lose to just do Facebook’s bidding,” she said.
Rusbridger also expressed measured optimism about the board’s potential to make a real difference. “If [Facebook] were being Machiavellian and this was just a fig leaf to do business as usual, you could have picked people that would have given you a quieter life.”

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Cape Town Start-Up Invents New Radical Way to Make Townships Safer | Tempemail – Blog – 10 minute

Sourced from Jonga

A Cape Town start-up has come up with a new and innovative way to make townships safe by building affordable smart alarm that sends notifications to communities on an app, reports Business Insider.
Jonga, in isiXhosa, means “to watch” and was conceived by Ntsako Mgiba in 2016 when – at the time a student at the University of Cape Town – was visiting his aunt in Empucukweni, a suburb near Emalahleni in Mpumalanga.
Now there are over 70 Jonga security systems in homes across Cape Town.
“On the first evening we visited her, our house was broken into. And we only realised the next day that our house was one of six broken into,” Mgiba says.
Mgiba says that this incident was a dire lesson on the vulnerability of such communities to crime, especially for those who struggle to afford high-tech security systems, electric fencing, burglar bars and the services of a 24-hour armed response unit.
“The thought remained with me that if there was only some way when the first robbery occurred, the rest of the neighbourhood had some way of being notified. I’d like to think that we were only so vulnerable because we were not connected with our neighbours,” says Mgiba.
The Jonga system manages a long-lasting battery life of 7 months with a single charge via micro-USB. The cable can also be used to link multiple users to the app.
Once triggered, the alarm sensor sends a notification to paired smartphones via the app. The sensor itself is wireless and can be repositioned throughout the home.
Multiple alarms can also be linked together on the app, meaning whole communities can keep an eye on each other’s homes.
Mgiba, who runs the company with business partner Ntandoyenkosi Shezi, says that the product is destined for homes in Khayelitsha, Cape Town and that they hope to see the device in 15-thousand homes across South Africa in due time.
“We believe that a connected community is a protected community. What we’re trying to do is to encourage the community to look after one another, watch out for one another. That is the core offering, connected communities are protected communities,” Mgiba concludes.
The device can be purchased for a once-off cost for $35.59, with an additional monthly subscription of $4.15 PM. The monthly cost is to cover running the app and sending out the notification.
Check out a video about the making of Jonga here.
Edited by Luis Monzon
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Radical reform – the new model for customer contact- Tempemail – Blog – 10 minute

For the last ten years, the mantra in customer service (or ‘customer experience’ – the phrase with a more contemporary feel) was ‘omni-channel’. Organisations that had invested in providing multiple channels for interaction with their customers were, and indeed still are, amplifying their investment in integrating those channels. In theory, this allows customers to move seamlessly between channels for an integrated, 360° experience. In practice, this is largely not being achieved.
This is mainly because we expect technology to deliver results with little or no experienced analysis of business dynamics, business process and commercial return on investment. One commentator notes that, “the top oversight among retailers is rushing to launch too many buzzy technology programs at once, without considering how they function together”.
Global business analyst Deloitte coined the phrase ‘Smart Contact’ in its Smart Contact 2017 report, to encapsulate where the next generation of customer experience management needs to go. In the report, the concept was summarised as: “Smart Contact is about aligning… operations with the changing nature of customer interaction, driven by new technology and the behaviours of the connected customer”. This analyst has identified four key themes central to the Smart Contact agenda: 1. The move towards digital interaction; 2. The rise of the bot; 3. Making personal connections; 4. The agile operating mode.
Such a structure poses an existential threat to the structure of the contact centre industry (outsourced and in-house) as it currently stands. As more contact moves to text and data channels and – more importantly – artificial intelligence in the form of bots takes over the handling of much of its simpler traditional work, the size, format and skills base of the contact centre is changing. At the simplest level, inbound frontline teams are going to shrink. Demand volumes are going to become much more unpredictable, and it is likely that such spikes and troughs simply cannot be handled by traditional voice-based contact. Flexible solutions, combining the best in automation and live contact handling, will be needed to handle these volatile contact patterns – especially as consumer confidence in such capabilities grows. Greater skills levels will be required from more experienced live agents to proactively handle higher risk, higher value contacts.
The potential impact and scale of change is daunting. On the other hand, those organisations that fail to change will be left with dislocated customer service, brand damage and competitive disadvantage. Normal business disciplines still need to be applied to reforming an organisation’s customer contact. All contact strategies should come seamlessly out of the organisation’s strategic business direction and goals. Robust business cases must be built. And rigorous pilots have to be conducted to prove ROI in real life situations.
The financial impact of reform
So, is this need for change simply the province of innovative pioneers, or is there a strong commercial imperative for the mainstream?
Based on the study of over 100 organisations that have begun addressing this issue in the last five years, NeosWave has built a projection of the current cost to various UK sectors failing to address their customer contact infrastructure. The controlled trials underpinning this study have showed that, at a basic level, analysing business processes, then restructuring customer contact infrastructure using an appropriate combination of AI and skilled agents, will deliver a baseline bonus of just over 20%+ cost savings. This is the baseline return on investment. A variety of individual examples are delivering savings greatly in excess of this baseline level – through more rapid resolution rates, demand spike answering rates, complaint reduction and the loyalty bonus of greater customer retention/share of wallet.
Taking the baseline bonus rate, and based on just a 70% implementation of contact centre market restructuring, this paper estimates that UK contact centres (in-house and outsourced) are wasting at least £2.1bn every year by failing to migrate from old and outdated business models.
Clearly, such economies provide a compelling business imperative to restructure contact centre operations. The baseline savings deliver a rapid return on investment, with follow-on competitive benefits potentially multiplying those returns and placing the organisation at a strategic advantage over competitors.
Benefits of reform
Take the example of a mid-ranking UK department store chain. A key part of the brand persona was approachability and high levels of customer service. The initial analysis of contact handling options that the company made available to customers showed that some 30%+ served no useful purpose. Customers did not value these points of contact, they were under-utilised, yet they still were costing the company substantial sums each year.
A further 30% of contact volume was identified as benefiting from automation. Better, clearer, quicker response was offered by automated systems, but only when some serious integration improvements had been made to product catalogue databases, stock management systems and delivery tracking data. Finally, customer profiling identified a highly engaged cohort of customers frequently using key contact points. Not only were a goodly proportion of these customers high-revenue and high-margin, they were also very active on social media. Their more complex queries were fed through to a highly-trained and experienced set of super-agents. Often, this expert management of more complex or non-standard queries was seen to result in almost immediate, and highly influential, social media activity by those same customers.
Not only did radical reform of the company’s whole approach to customer contact and CX save substantial sums; CX scores and NPS ratings rose as much poor contact experience was eliminated, the investment in effective automation improved and complex queries better handled by properly experienced personnel.
Conclusions
The traditional contact centre model uses legacy technology, is committed to fixed overheads, and employs lower-skilled workers. They are often cited in areas or catchments with a low penetration of the talent pool required for ‘super-agents’. As a result, their ability not only to be technology agnostic, but also have no vested interest in changing the balance between people and automation, is very limited.
Radically reforming this model – combining the best of automation and experienced personnel – reduces costs, improves customer experience and importantly frees up resource to re-invest for growth and value creation. It also offers a value-proposition to client companies that does not perpetuate a constant outsourced service outlay, but gradually transfers value back into the client company over the contract period.
Click here to read NeosWave’s full research report, including a sector-by-sector breakdown of the cost of outdated contact centre management.
Graham Ede, CEO at NeosWave, a new-generation solutions provider from ThoughtSpark.

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34% of media and entertainment execs fear extinction without radical reinvention- Tempemail – Blog – 10 minute

A wide-ranging survey of the media and entertainment landscape conducted by Ernst & Young has laid bare the scale of the challenges awaiting the sector over the next five years.
The report found that fully 50% of respondents no longer believe they can continue with traditional business models with 28% conceding that their operations must change – but do not know what to prioritise.
Highlighting what is at stake the survey of senior executives in the field showed 34% were openly sceptical as to whether their companies would continue to exist in five years without radical reinvention.
In the process, the analysis unearthed three key challenges which media and entertainment businesses must surmount if they are to secure their long-term future: namely a shifting competitive landscape, rapid technological development and evolving customer expectations.
John Harrison, EY global media and entertainment sector leader, said: “Media and entertainment companies remain upbeat about change. But with such diversity of business models and revenue streams, the starting point is often unclear. The survey reveals that there is no single path to reinvention, but businesses can succeed by prioritizing three key levers of change: operational excellence, innovation and upskilling talent.”
The report was informed by the responses of 350 industry executives.

// Featured in this article

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The MIT Media Lab controversy and getting back to ‘radical courage’, with Media Lab student Arwa Mboya – gpgmail


People win prestigious prizes in tech all the time, but there is something different about The Bold Prize. Unless you’ve been living under a literal or proverbial rock, you’ve probably heard something about the late Jeffrey Epstein, a notorious child molester and human trafficker who also happened to be a billionaire philanthropist and managed to become a ubiquitous figure in certain elite science and tech circles.

And if you’re involved in tech, the rock you’ve been living under would have had to be fully insulated from the internet to avoid reading about Epstein’s connections with MIT’s Media Lab, a leading destination for the world’s most brilliant technological minds, also known as “the future factory.” 

This past week, conversations around the Media Lab were hotter than the fuel rods at Fukushima, as The New Yorker’s Ronan Farrow, perhaps the most feared and famous investigative journalist in America today, blasted out what for some were new revelations that Bill Gates, among others, had given millions of dollars to the Media Lab at Jeffrey (no fucking relation, thank you very much!) Epstein’s behest. Hours after Farrow’s piece was published, Joi Ito, the legendary but now embattled Media Lab director, resigned.

But well before before Farrow weighed in or Ito stepped away, students, faculty, and other leaders at MIT and far beyond were already on full alert about this story, thanks in large part to Arwa Michelle Mboya, a graduate student at the Media Lab, from Kenya by way of college at Yale, where she studied economics and filmmaking and learned to create virtual reality. Mboya, 25, was among the first public voices (arguably the very first) to forcefully and thoughtfully call on Ito to step down from his position.

Imagine: you’re heading into the second year of your first graduate degree, and you find yourself taking on a man who, when Barack Obama took over Wired magazine for an issue as guest editor, was one of just a couple of people the then sitting President of the United States asked to personally interview. And imagine that man was the director of your graduate program, and the reason you decided to study in it in the first place.

Imagine the pressure involved, the courage required. And imagine, soon thereafter, being completely vindicated and celebrated for your actions. 

Arwa Mboya. Image via MIT Media Lab

That is precisely the journey that Arwa Mboya has been on these past few weeks, including when human rights technologist Sabrina Hersi Issa decided to crowd-fund the Bold Prize to honor Mboya’s courage, which has now brought in over $10,000 to support her ongoing work (full disclosure: I am among the over 120 contributors to the prize).

Mboya’s advocacy was never about Joi Ito personally. If you get to know her through the interview below, in fact, you’ll see she doesn’t wish him ill.

As she wrote in MIT’s The Tech nine days before Farrow’s essay and ten before Ito’s resignation, “This is not an MIT issue, and this is not a Joi Ito issue. This is an international issue where a global network of powerful individuals have used their influence to secure their privilege at the expense of women’s bodies and lives. The MIT Media Lab was nicknamed “The Future Factory” on CBS’s 60 Minutes. We are supposed to reflect the future, not just of technology but of society. When I call for Ito’s resignation, I’m fighting for the future of women.”

From the moment I read it, I thought this was a beautiful and truly bold statement by a student leader who is an inspiring example of the extraordinary caliber of student that the Media Lab draws.

But in getting to know her a bit since reading it, I’ve learned that her message is also about even more. It’s about the fact that the women and men who called for a new direction in light of Jeffrey Epstein’s abuses and other leaders’ complicity did so in pursuit of their own inspiring dreams for a better world.

Arwa, as you’ll see below, spoke out at MIT because of her passion to use tech to inspire radical imagination among potentially millions of African youth. As she discusses both the Media Lab and her broader vision, I believe she’s already beginning to provide that inspiration. 

Greg Epstein: You have had a few of the most dramatic weeks of any student I’ve met in 15 years as a chaplain at two universities. How are you doing right now?

Arwa Mboya: I’m actually pretty good. I’m not saying that for the sake of saying. I have a great support network. I’m in a lab where everyone is amazing. I’m very tired, I’ll say that. I’ve been traveling a lot and dealing with this while still trying to focus on writing a thesis. If anything, it’s more like overwhelmed and exhausted as opposed to not doing well in and of itself.

Epstein: Looking at your writing — you’ve got a great Medium blog that you started long before MIT and maintained while you’ve been here — it struck me that in speaking your mind and heart about this Media Lab issue, you’ve done exactly what you set out to do when you came here. You set out to be brave, to live life, as the Helen Keller quote on your website says, as either a great adventure or nothing. 

Also, when you came to the Media Lab, you were the best-case scenario for anyone who works on publicizing this place. You spoke and wrote about the Lab as your absolute dream. When you were in Africa, or Australia, or at Yale, how did you come to see this as the best place in the world for you to express the creative and civic dreams that you had?

Mboya: That’s a good question — what drew me here? The Media Lab is amazing. I read Whiplash, which is Joi Ito’s book about the nine principles of the Media Lab, and it really resonated with me. It was a place for misfits. It was a place for people who are curious and who just want to explore and experiment and mix different fields, which is exactly what I’ve been doing before.

From high school, I was very narrow in my focus; at Yale I did Econ and film, so that had a little more edge. After I graduated I insisted on not taking a more conventional path many students from Yale take, so [I] moved back to Kenya and worked on many different projects, got into adventure sports, got into travel more.

Epstein: Your website is full of pictures of you flipping over, skydiving, gymnastics — things that require both strength and courage. 

Mboya: I’d always been an athlete, loved the outdoors.

I remember being in Vietnam; I’d never done a backflip. I was like, “Okay, I’m going to learn how to do this.” But it’s really scary jumping backwards; the fear. Is, you can’t see where you’re going. I remember telling myself, ” Okay, just jump over the fear. Just shut it off and do it. Your body will follow.” I did and I was like, “Oh, that was easy.” It’s not complicated. Most people could do it if they just said, “Okay, I’ll jump.”

It really stuck with me. A lot of decisions I’ve [since] made, that I’m scared of, I think, “Okay, just jump, and your body will follow.” The Media Lab was like that as well.

I really wanted to go there, I just didn’t think there was a place for me. It was like, I’m not techie enough, I’m not anything enough. Applying was, ’just jump,’ you never know what will happen.

image 4

Image from Arwa Mboya

Epstein: Back when you were applying, you wrote about experiencing what applicants to elite schools often call “imposter syndrome.” This is where I want to be, but will they want me?

Mboya: Exactly.




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