Suchergebnisse

6p ; International audience ; Project management education programmes are often proposed in higher education to give students competences in project planning (Gantt's chart), project organizing, human and technical resource management, quality control and also social competences (collaboration, communication), emotional ones (empathy, consideration of the other, humour, ethics), and organizational ones (leadership, political vision, and so on). This training is often given according a training-by-project type of learning with case studies. This article presents one course characterized by a pedagogical organization based upon Knowledge Management (KM) concepts: knowledge transfer and construction throughout a learning circle and social interactions. The course is supported by a rich and complex tutor organization. We have observed this course by using another KM method inspired from KADS with various return of experience formalized into cards and charts. Our intention is, according to the model of Argyris and Schön (Smith, 2001), to gain feedback information about local and global processes and about actors' experience in order to improve the course. This paper describes precisely the course (pedagogical method and tutor activity) and the KM observation method permitting to identify problem to solve. In our case, we observe problem of pedacogical coordination and skills acquisition. We propose to design a metacognitive tool for tutors and students, usable for improving knowledge construction and learning process organisation

6p ; International audience ; Project management education programmes are often proposed in higher education to give students competences in project planning (Gantt's chart), project organizing, human and technical resource management, quality control and also social competences (collaboration, communication), emotional ones (empathy, consideration of the other, humour, ethics), and organizational ones (leadership, political vision, and so on). This training is often given according a training-by-project type of learning with case studies. This article presents one course characterized by a pedagogical organization based upon Knowledge Management (KM) concepts: knowledge transfer and construction throughout a learning circle and social interactions. The course is supported by a rich and complex tutor organization. We have observed this course by using another KM method inspired from KADS with various return of experience formalized into cards and charts. Our intention is, according to the model of Argyris and Schön (Smith, 2001), to gain feedback information about local and global processes and about actors' experience in order to improve the course. This paper describes precisely the course (pedagogical method and tutor activity) and the KM observation method permitting to identify problem to solve. In our case, we observe problem of pedacogical coordination and skills acquisition. We propose to design a metacognitive tool for tutors and students, usable for improving knowledge construction and learning process organisation

6p ; International audience ; Project management education programmes are often proposed in higher education to give students competences in project planning (Gantt's chart), project organizing, human and technical resource management, quality control and also social competences (collaboration, communication), emotional ones (empathy, consideration of the other, humour, ethics), and organizational ones (leadership, political vision, and so on). This training is often given according a training-by-project type of learning with case studies. This article presents one course characterized by a pedagogical organization based upon Knowledge Management (KM) concepts: knowledge transfer and construction throughout a learning circle and social interactions. The course is supported by a rich and complex tutor organization. We have observed this course by using another KM method inspired from KADS with various return of experience formalized into cards and charts. Our intention is, according to the model of Argyris and Schön (Smith, 2001), to gain feedback information about local and global processes and about actors' experience in order to improve the course. This paper describes precisely the course (pedagogical method and tutor activity) and the KM observation method permitting to identify problem to solve. In our case, we observe problem of pedacogical coordination and skills acquisition. We propose to design a metacognitive tool for tutors and students, usable for improving knowledge construction and learning process organisation

6p ; International audience ; Project management education programmes are often proposed in higher education to give students competences in project planning (Gantt's chart), project organizing, human and technical resource management, quality control and also social competences (collaboration, communication), emotional ones (empathy, consideration of the other, humour, ethics), and organizational ones (leadership, political vision, and so on). This training is often given according a training-by-project type of learning with case studies. This article presents one course characterized by a pedagogical organization based upon Knowledge Management (KM) concepts: knowledge transfer and construction throughout a learning circle and social interactions. The course is supported by a rich and complex tutor organization. We have observed this course by using another KM method inspired from KADS with various return of experience formalized into cards and charts. Our intention is, according to the model of Argyris and Schön (Smith, 2001), to gain feedback information about local and global processes and about actors' experience in order to improve the course. This paper describes precisely the course (pedagogical method and tutor activity) and the KM observation method permitting to identify problem to solve. In our case, we observe problem of pedacogical coordination and skills acquisition. We propose to design a metacognitive tool for tutors and students, usable for improving knowledge construction and learning process organisation

Arctic in Rapid Transition Implementation Workshop; Winnipeg, Manitoba, Canada, 18–20 October 2010; Rapid transitions in Arctic sea ice and the associated global integrated Earth system impacts and socioeconomic consequences have brought the Arctic Ocean to the top of national and international geophysical and political agendas. Alarmingly, there is a persistent mismatch between observed and predicted patterns, which speaks to the complexity of planning adaptation and mitigation activities in the Arctic. Predicting future conditions of Arctic marine ecosystems for climate change requires interdisciplinary and pan-Arctic characterization and understanding of past and present trends. The Arctic in Rapid Transition (ART) initiative is an integrative, international, interdisciplinary, pan-Arctic network to study spatial and temporal changes in sea ice cover and ocean circulation over broad time scales to better understand and forecast the impact of these changes on Arctic marine ecosystems and biogeochemistry. The ART initiative began in October 2008 and is still led by early-career scientists. The ART science plan, developed after the ART initiation workshop in November 2009, was endorsed by the Arctic Ocean Sciences Board, which is now the Marine Working Group of the International Arctic Science Committee.

Abstract
Sharing joint visual attention to an object with another person biases infants to encode qualitatively different object properties compared to a parallel attention situation lacking interpersonal sharedness. This study investigated whether merely observing joint attention amongst others shows the same effect. In Experiment 1 (first-party replication experiment), N = 36 9-month-old German infants were presented with a violation-of-expectation task during which they saw an adult looking either in the direction of the infant (eye contact) or to the side (no eye contact) before and after looking at an object. Following an occlusion phase, infants saw one of three different outcomes: the same object reappeared at the same screen position (no change), the same object reappeared at a novel position (location change), or a novel object appeared at the same position (identity change). We found that infants looked longer at identity change outcomes (vs. no changes) in the "eye contact" condition compared to the "no eye contact" condition. In contrast, infants' response to location changes was not influenced by the presence of eye contact. In Experiment 2, we found the same result pattern in a matched third-party design, in which another sample of N = 36 9-month-old German infants saw two adults establishing eye contact (or no eye contact) before alternating their gaze between an object and their partner without ever looking at the infant. These findings indicate that infants learn similarly from interacting with others and observing others interact, suggesting that infant cultural learning extends beyond infant-directed interactions.