Mostrando artículos por etiqueta: foresight

This paper examines the digital revolution taking place in the Indian higher education sector, by (i) highlighting the drivers for change in the higher education landscape; (ii) reviewing the major initiatives undertaken by Indian authorities to facilitate lifelong learning for teachers, students, and those in employment that are in pursuit of knowledge free of cost, including the National Programme on Technology Enhanced Learning, the National Repository for Open Educational Resources, and SWAYAM, an indigenous information technology (IT) platform hosting MOOCs; and (iii) analysing the first generation of Indian MOOCs.This first generation of online learners in India will provide valuable lessons for all countries interested in capitalizing on the development of ICTs to increase access to higher education and to adopt innovative learning methods. Drawing on India’s example, specific recommendations for educational planners are outlined at the end of the paper, and will consider reliable access to disruptive technologies, the contextualization of course content, the design of new credit transfer schemes, and the development of active strategies to reach all learners irrespective of their gender, location, and special needs.

The KnowLab took a case study approach to determine how to strengthen and enrich the relationship between thinking about the future and the identification of oportunities.

This article offers “transition scenarios” as a variation on the backcasting technique. The variation in essence developed a shorter-term version of a long-term set of scenarios that had been developed just a few years prior. The scenarios themselves are only briefly highlighted as the principal emphasis is on the methodological variation. A full version of the scenarios is part of a separate “Global Technical Report” publication (Hines, Schutte, Romero, & Bengston, 2019). The variation is offered in the spirit of an experiment in the hope that it might be useful to futurists and others confronted with a similar methodological challenge of working with a client who “already has” scenarios that are judged to be outside of a useful planning horizon.