Tieu-Tieu Le PhungThe University of Sydney · Centre for Research on Computer-supported Learning and Cognition (CoCo)
Tieu-Tieu Le Phung
PhD in Game-Design (Faculty of Engineering & IT @ UTS) & Master of Learning Science and Technology (Education & Social Work @ USYD)
Solid, Liquid, & Vapour Modernity: Managing Change, Acceleration, & Flux in, from, with, & through the Holobiont Sobject
About
17
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Introduction
Having ended up with eLearning pre-millennium time, I made my research re-emergence as PhD candidate in Engineering & IT, specialising in game design & game-based learning. Regarding machine learning, I learnt how to social engineer the game engine to appear human.
This turns out to be the reversal with human learning, thus began my trek from Engineering to Education, shifting to how people thought like computers.
Hence my interest is how machines crossover as users and people as engines...
Education
September 2012 - December 2016
Field of study
- Learning Sciences & Technology (Game-based Learning, Ontology of Identitification, Learning Designs & Innovations in Cyber Security)
July 2012 - December 2012
January 2012 - August 2012
Publications
Publications (17)
As its name suggests, Mathletics has adopted the Olympics model as its central motivational metaphor and modus operandi. Implicit to this model of learning is that competition motivates children and teenagers to learn. But how inclusive is this model of competition as learning? Does it undermine intervention measures to remediate students who are i...
This paper explores the difference in learning transfer via competencies and dispositions.
Background: To survive in 21st Century, the learner/ worker/ self will need to constantly re-explore, re-invent, re-combine and re-generate. Learning is defined as mastery of competencies, notably the competencies in self-reformations.
Question: How to serve services [professionals] when they are no longer serving [i.e. being replaced by Second Ma...
CyberRain: To Unite, Form, & Develop Information Security Capabilities
The proposed professional development project, CyberRain, unifies the dual concerns for robustness based on ISG compliances and flexible resilience based on situated scenarios. In addition to the standalone knowledge worker (Drucker & Senge, 2001)1, learning organisations must...
This design paper addresses the theoretical limitations of the TPACK [Technology, Pedagogy, and Content Knowledge, also formerly TPCK] paradigm (Harris, Mishra, & Koehler, 2009; Koehler & Mishra, 2009; Mishra & Koehler, 2006), particularly the component of technological and pedagogical knowledge [TPK] integration. Most notably, Harris et al’s (2009...
TPACK9 in action. For more, please refer to: https://www.researchgate.net/publication/259942338_Learning_With_From__Through_Technology_Re-Designing_TPACK_as_TPACK9
By incorporating the three functions of computers [tools, media, and social actors] from Fogg’s (Fogg, Cuellar, & Danielson, 2002; Fogg, 1998) triadic taxonomy, TPACK [Technology, Pedagogy, and Content Knowledge, also formerly TPCK] (Harris, Mishra, & Koehler, 2009; Koehler & Mishra, 2009; Mishra & Koehler, 2006) can be extended to more comprehensi...
Situated learning,being context specific, is necessarily autobiographical. As a compilation of wikis entries for the Foundations of Learning Science course (Reimann) in Master of Learning Science & Technology at Sydney University, this book mashes course materials, curriculum, and instructions with my own interpretations of the key concepts. It con...
The Jigsaw Collaborative Approach to Group-Based Learning
The Jigsaw learning experience, via the blended approach of both online and face-to-face [F2], provides the opportunity for students to investigate six examinable topics on teaching and learning theory (Hansford & Wylie, 2002). The online group work encourages collaboration, interdependence...
Identity formation is usually understood within the developmental narratives of an organismic growth. Eudaimonia, as derived from Aristotle’s notion of “daimon” (1985), and interpreted as the potentialities of true self (Waterman, 2004), is central to the conceptualisation of motivation. Notably in Deci and Ryan’s highly influential Self-Determinat...
The challenge is to provide highly customised learning experiences and activities for learner-users and their facilitators [parents, teachers, and other learning coaches]. Key features that require personalisation for each learner-user include the continual setting, tracking and automated generation of the following components:
1. Learning object f...
The challenge is to provide highly customised learning experiences and activities for learner-users and their facilitators [parents, teachers, and other learning coaches]. Key features that require personalisation for each learner-user include the continual setting, tracking and automated generation of the following components:
1. Learning object f...
Featured prominently in the first step of all design-based research [DBR] is the literature review of previous experimentations for a given intervention. But due to the wide variety of DBR theoretical modellings and case studies deployed, it can be challenging to locate an over-riding theoretical framework to cross compare available DBR experimenta...
An abbreviated version to "Design-Based Research as Stories of Discovery & Invention" (Le Phung, 2012).
Featured prominently in the first step of all design-based research [DBR] is the literature review of previous experimentations for a given intervention. But due to the wide variety of DBR theoretical modellings and case studies deployed, it can...
Game-based learning has been increasingly touted as the model solution to challenges of learning for students, particularly in the discipline of History. Often regarded dry and boring due to the need to memorise names, events and places, learning history is compounded by its methodological complexity. To help students to model historical variables,...
The evolutionary development model: Just how revolutionary?
Rodriguez, Nussbaum and Dombrovskai (2011), in their article “Evolutionary development: a model for the design, implementation and evaluation of ICT for educational programmes”, have proposed a framework from which an information and communication technology for education [ICT4E] could be...
I am publishing this thesis to mark its 30th Year Anniversary, written in 1993. I wrote:
Come 1997 maps will be literally redrawn, incorporating HK into the mainland boundaries. HK will face pressures that work against its acquired linguistic/ geopolitical identity. The representational practices which contributed to that stability will become des...
Questions
Questions (511)
SOLID MODERNITY
Characteristics [Stability] Solid modernity is characterized by stable structures, both in terms of societal institutions and organizations. There is a clear hierarchy and order in place.
Predictability: The environment is relatively predictable, and there's a belief in long-term stability. Change is seen as more gradual and planned.
Organizational Culture [Hierarchy] Hierarchical structures are prevalent, with well-defined roles and responsibilities. Decision-making typically follows a top-down approach.
Emphasis on Efficiency: There is often a focus on efficiency and optimization of existing processes. Change is viewed as a disruption that needs careful planning.
Approach to Change Management [Planned Change] Change in solid modernity is approached systematically. It follows a linear, planned trajectory where alterations to existing structures are carefully designed and implemented.
Top-Down Implementation: Change initiatives are typically initiated and directed from the top of the organizational hierarchy. There's a clear chain of command in managing and implementing change.
Change Processes [Linear Phases] Change management in solid modernity often follows a linear progression with distinct phases: unfreezing the existing state, implementing the change, and refreezing the organization in the new state.
Emphasis on Stability: The ultimate goal of change management is to stabilize the organization in a new, more efficient state.
Leadership Style [Directive Leadership] Leadership tends to be more directive, with leaders providing clear instructions and guidance. The emphasis is on maintaining order and stability.
Employee Involvement [Limited Participation] Employee involvement in decision-making related to change is typically limited. Communication about change may be more one-way, from leaders to employees.
Resistance to Change [Potential Resistance] In solid modernity, there may be resistance to change, as stability and the status quo are valued. Change is often perceived as disruptive and may be met with skepticism.
Measurement of Success [Efficiency Metrics] Success in change management is often measured in terms of increased efficiency, cost savings, or other metrics that align with the organization's stability and predictability.
In solid modernity, change management is characterized by a structured, planned, and top-down approach. The emphasis is on maintaining stability and efficiency, and change is seen as a carefully managed process to improve organizational effectiveness within a relatively stable environment.Liquid Modernity:
Characteristics [Fluidity] Liquid modernity is marked by a sense of fluidity, where social structures, relationships, and institutions are constantly changing. The environment is dynamic, and there's an acceptance of ongoing uncertainty. Rapid Change: Change is rapid and continuous, and there's a constant need for adaptation to evolving circumstances.
Organizational Culture [Adaptability] Organizations in liquid modernity prioritize adaptability and flexibility. There's a recognition that structures need to be responsive to changing conditions. Networked Structures: Hierarchical structures may give way to more networked and collaborative organizational forms.
Approach to Acceleration Management [Agility] Acceleration management in liquid modernity emphasizes agility. Organizations need to be quick to respond to emerging trends, opportunities, and challenges. Iterative Processes: Change initiatives are often approached iteratively, with a willingness to adjust course as needed based on real-time feedback.
Change Processes [Continuous Evolution] Change is viewed as a constant state of evolution rather than a series of distinct events. There's a focus on adapting to ongoing shifts in the environment. Experimentation: Organizations may engage in experimental approaches, trying out new ideas and learning from both successes and failures.
Leadership Style [Adaptive Leadership] Leadership in liquid modernity is adaptive, with leaders being comfortable navigating ambiguity and leading through change. Leaders inspire a culture of innovation and learning. Collaborative Leadership: There's an emphasis on collaborative leadership, where leaders work closely with teams to co-create solutions.
Employee Involvement [Participatory Decision-Making] Employees are actively involved in decision-making processes. Input from various levels of the organization is sought to harness diverse perspectives and ideas. Continuous Learning: Continuous learning is encouraged, and employees are empowered to contribute to the ongoing evolution of the organization.
Resistance to Change [Inherent Flexibility] Organizations in liquid modernity are inherently flexible, and there may be less resistance to change. Adaptability is seen as a necessary skill for survival.
Measurement of Success [Innovation Metrics] Success is often measured in terms of innovation, adaptability, and the ability to stay ahead of trends. Metrics may focus on the organization's capacity to navigate a rapidly changing landscape.
Acceleration management in liquid modernity is characterized by agility, continuous adaptation, and a willingness to experiment. Leadership is adaptive and collaborative, and change is viewed as an ongoing, dynamic process. Organizations actively involve employees in decision-making, and success is measured in terms of innovation and the ability to thrive in a rapidly evolving environment.Vapor Modernity:
Characteristics [Continuous Flux] Vapour modernity is characterized by a state of continuous flux, where change is not only rapid but also ongoing and persistent. There's a recognition that stability itself is a fleeting concept. Digital Ubiquity: The digital realm is pervasive, influencing every aspect of life and organizational functioning.
Organizational Culture [Dynamic Equilibrium] Organizations in vapour modernity aim for dynamic equilibrium rather than stability. The focus is on creating systems and cultures that can thrive in a state of constant change. Fluid Identities: The concept of fluid identities extends beyond the organization to individuals, who may embrace dynamic roles and adaptability.
Approach to Flux Management [Adaptive Systems] FLUX management emphasizes the creation of adaptive systems that can continuously adjust to changing conditions. The goal is not to reach a new stable state but to excel in navigating flux. Digital Integration: Management strategies incorporate digital technologies seamlessly, leveraging them as tools for constant adaptation.
Change Processes [Perpetual Beta] Change is not approached as a series of projects but as a perpetual beta state. Organizations are in a constant state of experimentation, learning, and evolution. Innovation Ecosystems: There's a focus on fostering innovation ecosystems both within and outside the organization, encouraging the continuous emergence of new ideas.
Leadership Style [Facilitative Leadership] Leadership in FLUX management is facilitative, supporting the creation of conditions for continuous adaptation. Leaders empower teams and individuals to navigate change autonomously. Digital Leadership: Leaders are digitally savvy, understanding the transformative power of technology and leveraging it strategically.
Employee Involvement [Self-Organizing Teams] Employees are encouraged to form self-organizing teams that can quickly adapt to emerging challenges. Decision-making is distributed, allowing for quick responses to changing conditions. Continuous Learning Culture: A continuous learning culture is ingrained, with employees taking ownership of their professional development in response to evolving skill demands.
Resistance to Change [Change as Inherent] In vapour modernity, change is accepted as inherent to the nature of the environment. The concept of resistance is reframed, with individuals and organizations seeing change as a norm to be embraced.
Measurement of Success [Adaptive Capacity] Success is measured by the organization's adaptive capacity, its ability to navigate flux, and its capacity to innovate and evolve continuously. Digital Maturity: Metrics may also focus on digital maturity, reflecting the organization's integration of technology in fostering agility and responsiveness.
FLUX management in vapour modernity involves cultivating dynamic equilibrium, leveraging digital technologies seamlessly, and embracing change as a perpetual state. Leadership is facilitative, and employees actively participate in shaping the organization's ongoing evolution. Success is measured by the organization's adaptive capacity and its ability to thrive in a perpetually changing environment.
