One Laptop Per Child

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"Beginning with Seymour Papert's simple observation that children are knowledge workers like any adult, only more so, we decided they needed a user-interface tailored to their specific type of knowledge work: learning. So, working together with teams from Pentagram and Red Hat, we created SUGAR, a “zoom” interface that graphically captures their world of fellow learners and teachers as collaborators, emphasizing the connections within the community, among people, and their activities." From the One Laptop Per Child website, 2007

 
olpc-1.jpgI have my own OLPC computer now. It sits on my desk beside my MacBook.  It looks like an interesting toy ... something that you might get at Toys R Us. And yet, it is extremely sophisticated in its simplicity.  It is indeed a disruptive technology, not because of its design and power (which is powerfully advanced) but because of how it is designed to be used.   Right from the start, the designers of the laptop assumed that children know how to learn and they learn best from each other or by emulating others. They learn because they are curious, playful, and interested in life.  The OLPC does not assume that learning is a scarce commodity ... that only the wealthy can afford to be well educated. In fact, it is distinctly against the model that says children learn by being taught by a teacher.  To me, it is a wonderful experiment, and if it can scale, I am betting that it makes a wonderful contribution to our understanding of how and why learning happens.

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If I Could Do It Again....

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“To learn is to change. Education is a process that changes the learner... Learning involves interaction between the learner and his environment, and its effectiveness relates to the frequency, variety and intensity of the interaction. Education, at best is ecstatic.”      George Leonard, Education and Ecstasy, 1976

I read Leonard's book in 1976 and knew it would become a classic.  He made strong points about what education could and should be. I was considered a forerunner in education having opened one of the most creative and innovative Teacher Center's in the country. I was given awards and invited to speak at large teacher associations and conferences. The Learning Exchange  that I helped to create engaged with exemplary teachers throughout the greater Kansas City Area  to create curriculum that the cummunity felt was lacking in the area schools. I thought a lot about the 21st century and wondered what young people would need to learn in the 20th century that would help them be fit in the 21st century.  I regaled against the "sit-and-get" way of learning and  the LX became well known for project-based learning and for making collaboration, design, and exploration seem natural ways of learning, even for adults. 

In 1978, my husband, Matt, and I started teaching a course together for students and adults called TOOLS (Time of Our Life Seminars). We created an outline curriculum for the 21st Century.  Our course was intense explorations into the future, engaging the personal, organizational, and world views of each participant.  And yet, and yet, as I now live in the 21st century ... as I see the changes that have occurred in just one generation  -- 30 years or so -- there is so much I wish I had offered that I did not even think about then.  I took so many things for granted.

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A Playshop for Evolutionary Leadership, Collaboration & Systems Thinking

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A few weeks back, I had the honor of designing and facilitating a 3-hour event - or "playscape," as Professor Laszlo called it - with a class of MBA students at the Presidio School of Management studying "Evolutionary Leadership, Collaboration, and Systems Thinking."

With such a juicy course title, I wasn't a hard recruit. I knew from the get-go that I did not want to try to present to the class, opting instead to first give the students a participatory experience of the kind of collaborative design processes I like to create, and then open the room for conversation and questions generated by the interaction.

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In less than three hours, the class created six new enterprises, defined the guiding principles and organizational practices of each, incorporated key insights from three dozen world-class writers and authors and, finally, presented these business models to each other in way that could be readily understood in about three minutes.

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It was a rich and immersive afternoon of collaborative design and social learning, embued with emergence and playfulness.

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