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ASSOCIATION OF INDIAN UNIVERSITIES AIU House, 16, Comrade Indrajit Gupta Marg New Delhi 110 002 EPABX : 011-23230059, FAX : 011-23232131 E-mail IDs : [email protected] / [email protected] / [email protected] Website : http://www.aiu.ac.in The payment to Association of Indian Universities may be made using any of the following modes : A. IN CASH : The required amount could be remitted directly to our Saving Account in any branches of Canara Bank. B. DEMAND DRAFT ONLY : Such instrument is required to be prepared be in the name of “ASSOCIATION OF INDIAN UNIVERSITIES” (payable at New Delhi), preferably from the Nationalised Banks ONLY. C. CHEQUES OF ANY KIND ARE NOT ACCEPTABLE. D. Also, the Demand Drafts of Banks falling under the categories of “Grameen’, ‘Sahakari’, Co-operative and alike are NOT ACCEPTABLE. Hence, Colleges/ Institutions/ Universities may send the requisite amount by NEFT/RTGS through these banks for crediting the amount directly to our Account. E. 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No. 07AAATA0407F1ZG 11 Contact No.& E-mail ID (011) 23230059 Extn. 208/213 Mob : 9818621761 E-Mail IDs : [email protected] (Advertisement), [email protected] (Subscription) & [email protected] NOTE : In case of Cash Deposit and Transfer via NEFT/RTGS, the proof of payment as Cash Deposit Slip and the UTR Number for NEFT/RTGS may be communicated IMMEDIATELY BY MAIL for its linking and settlement at our end including the Complete Name & Address of the University/ Institute/Organization, etc please. UNIVERSITY NEWS Vol. 59 April 05-11 Exploring New Trend in Digital No. 14 2021 Price Rs. 30.00 Learning Environment for Faculty A Weekly Journal of Higher Education Capacity-building: A Case for Adapting Published by the Association of Indian Universities Learning Experience Platform In This Issue Munir Ahmed R* and S Sacchidanand** Items Page Articles Learning environment is getting modified by a variety of disruptors Exploring New Trend in Digital that range from technological innovations to human aspirations. Such Learning Environment for Faculty a change is getting reflected as fast changing contours of learning Capacity-building: A Case for Adapting Learning Experience Platform 3 structure; a form that is fluid and adaptive to the emerging needs Rejigging Universities with a and compulsions (Kinshuk, 2016). It was believed that technology COVID-19 Moment 6 has a high influence to usher innovations into learning environment Reimagining B-Schools in India 8 (Raja, 2018), but the counter argument is that technology alone is not National Education Policy–2020: A Step sufficient, and therefore a combination of social and psychological towards Maintaining Dynamic factors also impact creativity in the learning environment. Senge’s Equilibrium in Higher Education 10 (1990) places a premium on ‘mental models’ as one of the five aspects Internationalization of Medical Education: that shape a learning organisation. Therefore, we would like to place Dilemma between Domestic Requirements, Policies and Global Objectives# 14 on record that the changing landscape of learning environment can Convocation sustain only when it makes a comprehensive attempt for integrating all JSS Academy of Higher Education and possible variables that are significant to design and develop it. Research, Mysuru, Karnataka 20 In this background, Learning Management System (LMS) has Campus News 23 acquired an existential status in the Learning and Development (L & Theses of the Month (Science & Technology) 26 D) industry for more than a decade. Lederman (2020) argued that the COVID-19 pandemic compelled both the teachers and students into Advertisement 30 embracing the digital academic experience. A joint report by KPMG New Subscription Tariff and Google (2017) had projected India’s online education market (Effective April 01, 2020) would grow from USD 247 million and 1.6 million users in 2016 to USD 1.96 billion and 9.6 million users by 2021. The pandemic might Inland Foreign Institutions Academics/ Airmail Surface have spurred this mark to an early reach in 2020. Students Mail (at residential address only) Though there were a great many variations in the digital learning Rs. Rs. US$ US$ applications during the COVID-19 in the Indian universities, LMS 1 year 1250.00 500.00 210.00 170.00 has been a singularly attractive proposition. In the surveys that we 2 years 2200.00 900.00 400.00 300.00 conducted with the faculty of our University on the adaptation of digital Subscription is payable in advance by Bank learning, a significant chunk had used any form of digital learning, Draft/MO only in favour of Association of Indian Universities, New Delhi. including LMS as a transient phenomenon. As we surmise from interactions with a cross-section of such teachers, there was insufficient Opinions expressed in the articles are those preparedness to migrate to the digital academic environment. Such an of the contributors and do not necessarily reflect the views and policies of the under preparedness had also brought in either hostility or cynicism Association. about this whole exercise. Editorial Committee Chairperson: Dr (Ms) Pankaj Mittal In this context, the ‘mental model’ of Senge, referred above in Editorial Committee: particular, and the five elements of Learning Organisation assume Dr Baljit Singh Sekhon Dr Amarendra Pani Dr Youd Vir Singh * Director, Rajiv Gandhi University of Health Sciences, Academic & Administrative Editor: Training Institute, Bengaluru. Jayanagar 4th T Block, Bengaluru – 560041. Email: Dr Sistla Rama Devi Pani [email protected] ** Vice Chancellor, Rajiv Gandhi University of Health Sciences, Karnataka. #Let’sBeatCoronaTogether Jayanagar 4th T Block, Bengaluru – 560041. UNIVERSITY NEWS, 59(14) APRIL 05-11, 2021 3 importance to drive the aspirational migration of In such a background, LMS started to gradually both students and teachers into the Digital Learning give space to a new philosophy – learner-centric and Environment (DLE).As of now, most of the universities dynamically responsive learning environment, and and institutions have received the model of Learning thus Learning Experience Platform (LXP) emerged. Management System (LMS) as the typical learning The migration to LXP was necessitated not so much suite. In fact LMS has also proved to be adept in by the technology disruptions, as by the exigencies absorbing and responding to the periodic disruptions of learning needs. In their efforts to stay relevant in learning space. for the present and foreseeable future, knowledge organisations have accepted a multitude of learning The initial response of the teachers was to use approaches, the most significant of them being LMS as a teaching aid (Ralhan, no date). Therefore micro-learning and gamification. The three critical it was designed as a repository of information that dimensions of LXP as we see include integrative the students could access from remote locations and collaborative learning, microlearning, and for asynchronous learning. Its major advantage gamification. The LXP provides a personalized, was the flexibility to pace and time their learning social, online learning experience for its users. It and assessment, as also to get instant feedback of converges a variety of learning resources onto a assessment. On the flipside, it remained as a static single platform; these resources are not just the one archetype of digital curriculum delivery, that did not that are predesigned as per the curriculum, but also cater to adaptive learning and assessment features makes room for sharing by the users as in a crowd coupled with predictive analytics can help bring forth sourced platform. Therefore, the USP of LXP would positive learning outcomes. The philosophy of LMS also be the speed of response. therefore stuck as teacher-directed approach. The other significant aspect of LXP is micro- The compulsions of corporate training required learning. Micro learning is based on breaking down the learning practices to be learner-centric, and new concepts into small fragments or pills of content, therefore, a new approach was needed to make DLE which can be consumed in short periods of time (Diaz, that was relevant and appropriate to such a philosophy. 2020). These small learning units are given to learners It was also necessary to create personalised learning progressively and in a way that is suited to them. One solutions and layer the learning with recognition of the reasons for the emergence of micro learning and incentives. The new-age learner was eager that as a viable learning alternative is the observation that his / her learning is aligned to his / her professional those who are surfing the internet have only eight competencies and plots a steady growth graph. In consecutive seconds of continuous attention (Hayles, the corporate world, the employees needed up-to- 2007). Hug (2006) has given a comprehensive the-speed training so they can quickly master the description of micro learning, categorising it into constantly-evolving products and services, and be seven areas – time, content, curriculum, format, effective in their performance. They also needed the process, media, and learning models. information to be easily accessible and in the right- Micro learning has a short time span generally size for holding their attention and focus. One of the accepted to be between two and five minutes. richest sources of learning is the peer experience, Therefore, the content is presented in short bits which adds context validity for any learning; this has with well-delimited subject matters and relatively to be constantly updated on the learning platforms as simple problems.

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