Hybridoma Technology ( Production , Purification , and Application )
Expert / Edutool 2012
1. EXPERT – theoretical and empirical background
Pirkko Hyvönen, pirkko.hyvonen@oulu.fi
Post-doc researher
KTK/ LET, Oulun yliopisto
2. AFTER THIS LECTURE
Explain, why is expertise and expert
performance important to learn in
higher education.
Describe different types of expertise
and particularly differences between
routine and adaptive expert.
Reflect, what kind of expertise is
needed in work life today.
Understand, that learning expertise
can be designed.
Pirkko Hyvönen, pirkko.hyvonen@oulu.fi
Tutkijatohtori
KTK/ LET, Oulun yliopisto
3. BACKGROUND
Universities are expected to educate
experts, who are competent to excel in
changing and complex circumstances in work
life, but education does not provide
competencies for it. (Hyvönen, Impiö, Järvelä, 2010).
LET master’s program aims to educate experts
in learning and educational technology.
The students will be competent to work in
schools and work places and use their
expertise in adapting to changing
situations, solving problems, creating social
innovations and integrating technologies in
practices.
Education is based on LET research and it
provides a strong support for learning.
Education is also one of the research contexts.
4. STEREOTYPES related to
EXPERTISE
Gender
Age Talent Expertise is more than general
Education Skills intelligence: ”Capasity to perform consistently
Objective Specialist at a superior level” (Weisberg, 2006)
truth
Bereiter & Scardamalia, 1993
5. DEFINITIONS IN DICTIONARIES
FROM 1968-2011
1968: One who is very skillful and well-
informed in some special field (Webster)
2005: Characteristics , skills and
knowledge that distinguishes experts
from novices and less experienced people
(Wikipedia)
2011: person, who in certain domain can
recognise problems and solve them
efficiently. Expertise includes
knowledge, experiences and skills for
expressing. (Wikipedia)
6. DOMAIN-SPECIFIC EXPERTISE
- Informal and formal domains
Salomon (1997). Wine expertise
Norman et al. (2006). Medicine and
surgery
Durco & Dattel (2006). Transportation
Sonentag et al. (2006). Software design
Kellogg (2006). Professional writing
Ross et al. (2006). Decision making
Lehman & Gruber (2006). Music
Hodges et al. (2006). Sports
Butterworth (2006). Mathematics
Cobet & Charness (2006). Chess
Voss & Wiley (2006). History
Brennenkmeyer & Spillane (2008).
Problem-solving
7. TYPES OF EXPERTISE
Bransford, 2001; Bransford et al., 2000; Brophy, Hodge, & Bransford, 2004; Crawford, 2007; Hatano & Inagagi, 1986
Which kind of expertise is valued and aimed; and how to design learning
processes, evaluations, learning outcomes and instructions.
EXPERTS and experienced non-experts (Bereiter & Scardamalia, 1993)
Career may conform merely to the routines, not advancing expertise
and problem-solving
EXPERTS and novices
ROUTINE EXPERTS
Everyday skills, routines, are developed in familiar environments and
in familiar tasks. Routine experts can develop their accuracy and
fluency.
ADAPTIVE EXPERTS
Set of cognitive, meta-cognitive, social, and emotional
strategies, where individuals abandon ‘routine’ problem-solving
strategies
Adaptive experts are more
flexible, inventive, spontaneous, encouraging and creative. They deal
with novel, unexpected situations and problems, and build knowledge
at the same time. They increase their core competencies plus and go
beyond their comfort zone!
8. Acting and ROUTINE EXPERTS ADAPTIVE EXPERTS
dealing with Holoyok: truly expert,
problems Bransford: competencies plus
COMPETENT TO SOLVE PROBLEMS THAT ARE COMPETENT TO SOLVE PROBLEMS THAT ARE NOVEL
FAMILIAR AND EXPECTED AND UNEXPECTED
Surface level perceptions, Make perceptions of problem and its context;
Do not see hidden messages, does not see dissect various different perspectives
problems See a problem as an opportunity to learn,
Weak skills to solve new problems, but can learn in problem-solving and produce new
solve familiar problems knowledge
See one suitable way to solve problems Classify, label, analyse problems
Want to solve the problem quickly, and move Perceive patterns and differencies
to next tasks Start to organise problem around central
Sparce knowledge base -> may think quicly concepts or idea
Mainly procedural knowledge Ponder forward, theoretical reasoning
When situation unexpectably changes, Dence knowledge base thinking may take
efficiency decreases, because they triy to solve time
problem by imitating familiar solutions that are Think and identify novel solutions and
not suitable for the situation possibilities
Do not learn in problem-solving Strong conceptual understanding
Flexible in using knowledge
Evidence-based argumentation
9. EXPERTS EXCELL AND FALL SHORT (Chi, 2006)
DOMAIN-LIMITED
GENERATING THE BEST
- Have not necessarily knowledge about
- Find the best solution
other domains
DETECTION and RECOGNITION
OVERTLY CONFIDENT
- Detect and perceive features that
- eg. in music and physics
novices cannot
GLOSSING OVER
QUALITATIVE ANALYSIS
- Sometimes they overlook details
-Analyse problems, develope problem
CONTEXT-DEPENDENT WITHIN A
representations
DOMAIN
MONITORING
- Sometimes rely too much for
- Have good self-monitoring and
contextual cues
predicting skills
INFLEXIBLE
STRATEGIES
INACCURATE PREDICTION, JUDGMENT
- Use the best and effective strategies in
AND ADVICE
a given situation
- Cannot always take the perspectives of
OPPORTUNISTIC
novices
- Can use whatever sources of
BIAS AND FUNCTIONAL FIXEDNESS
information that are available
- Analyse problems in other domain
COGNITIVE EFFORT
through the priciples of their own
Can retrieve relevant domain knowledge
domain
11. EXPERTISE IN WORK LIFE
Informants (N=13) are experts in different formal domains
On what ground they are considered experts?
They are in a leading and demanding position
Key persons in their field
Considered as more competent than other people in the field
Long career and high education
They consider themselves as experts
Each of them are experts at least on two domains
”Expertise is easiest to identify when it differs most dramatically from
what ordinary people can do” (Bereiter & Scardamalia, 1993)
(Hyvönen, Impiö & Järvelä, 2010)
let.oulu.fi / etunimi.sukunimi@oulu.fi
12. EXPERTISE IN WORK LIFE
How experts define expertise?
1) Expertise is future-oriented having
a developmental and advancing
perspective. They are expected to
innovate new or re-new existing
practice, processes and products.
2) Developmental perspective and
performance is conjugated with need
of constant learning and
understanding things and processes
(Bereiter & Scardamalia, 1993).
- Factual, procedural and self-
regulative knowledge
- Multifaceted domains
let.oulu.fi / etunimi.sukunimi@oulu.fi 12
13. 3) Expertise is increasingly a social and collaborative
phenomenon, which lay both opportunities and challenges for the path
of expertise.
- Opportunity: social view, collaboration and even technologies in
collaboration can enhance construction of shared expertise
- Challenge: collaboration is effective way of learning, but does not
happen easily
- Social skills, communication, use of technologies
- Learning from and with other people
- Understanding other people: without it domain-specific
expertise cannot be exploited
let.oulu.fi / etunimi.sukunimi@oulu.fi 13
14. 4) Experts
Have a strong self-confidence, and trust on their team to
develop, create and construct new solutions
Knows how to act rationally in certain situations
Have sensibility to perceive situations
Are diligent, curious, flexible, self-initiative, and modest
Expert’s work is not automatic nor easy.
(Bereiter & Scardamalia, 1993; Hyvönen, Impiö & Järvelä, 2010;
Tsui, 2009)
let.oulu.fi / etunimi.sukunimi@oulu.fi 14
15. EXPERTISE IN WORK LIFE
What are the problems like?
Situations are always complex and difficult, and you can never be fully
prepared for them. Problems in working life involves more than running
through ‘routines’.
1) Understand people and interacting with them. Problems with people are
related to communication, social interaction, shared understanding and
emotional constrains, such as envy and hostile atmospheres, which tend to
prevent developing innovations and also expertise.
2) Inadequate technical tools. Although many ICT tools are in use, there are still
lack of tools and software that solve very compound problems.
3) Decision-making problems (Johnson, 1988; Jonassen, 2007): experts at times have
to make decisions without the necessary information.
4) Sharing tacit knowledge
5) Dealing with time, motivation, prioritization and overlapping tasks
(Hyvönen, Impiö & Järvelä, 2010)
let.oulu.fi / etunimi.sukunimi@oulu.fi 15
16. EXPERTISE IN WORK LIFE
How do the experts perform ‘routine’ and ‘adaptive’ expertise in their
work?
“There is no such thing as routines in my work.”
1) Degree of routines declines, when complexity of work and experience of
individual increases: “The more I have experience in this work, the less there
are routine cases.”
Cycle: ability to make perceptions and decisions augments environment can
provide complexity in relation to her abilities and edge of competence
2) Creativity, insight and playfulness (see, Brophy et al., 2004; Hyvönen, 2008;
Weisberg, 2006) seems to play a role in adaptive expertise.
3) To some extend adaptive experts can adjust the complexity
let.oulu.fi / etunimi.sukunimi@oulu.fi 16
17. EXPERTISE IN WORK LIFE
How useful education has been for
their current position?
1) Overall, formal education has not
satisfactorily provided resources for their
current work; instead, it has provided
basic general knowledge. Education is
lacking of important areas that are
needed in work life, such as
communication, negotiation and
presentation, even writing and discussing
skills were not adequately provided.
2) Only exception was education in
engineering, that has provided skills in
problem-solving and foreign
languages, which are essential in expert
work.
let.oulu.fi / etunimi.sukunimi@oulu.fi 17
18. HOW TO LEARN TO BE AN
ADAPTIVE EXPERT?
Bransford, 2001; Brophy, Hodge, & Bransford, 2004; Crawford, 2007; Hatano & Inagagi, 1986
Help students to understand their own processes of knowing and
problem-solving!
19. Normal learning does not provide expertise, but can lead
to ”good enough” tai ”satisfying” level.
Normal learning can reach satisfying basic level. Then it
is possible to free mental resources in order to use them
for higher level activities (in knowledge construction, skills
and self-regulation)
Formal education produces the users of experts, but not
experts! (Geisler, 1994)
Formal education does not nesessarily produce
experts, rather experienced non-experts (Bereiter &
Scardamalia, 1993)
20. Learning expertise is a path or journey of competence
building, including also regressions (Alexander, 2003;
Bereiter & Scardamalia, 1986; Lajoie, 2003)
Learning expertise comprices of three overlapping
dimensions:
knowledge construction (Bransford et al, 2000;
Sawyer, 2006)
expert-like performance (eg., Bereiter &
Scardamalia, 1993; Tynjälä, 2007)
self-regulation (Boekaerts, Pintrich &
Zeidner, 2000; Lin, Schwarz & Hatano, 2005)
It is a transitional learning process where goals are
set, monitored, reflected and scaffolded (Lajoie, 2003)
21. How to learn to be an adaptive expert?
Bransford, 2001; Brophy, Hodge, & Bransford, 2004; Crawford, 2007; Hatano & Inagagi, 1986
Structured collaborative problem-solving method (Hyvönen &
Impiö)
1. To establish the basis for collaborative problem solving process:
to get to know each others, to acknowledge mental resourses and to
construct common understanding of the task and underlying theories
(activating prior knowledge)
To design virtual and face-to-face phases and technological tools to be
used.
2. To understand the context of the problem, and the problem and to
define learning goals
Problems are authentic cases from work life; they are new and ill-
structured, where multiple solutions are possible
The core of a problem should be analysed and defined
Reseach-based approach
3. To find possible solutions by constructing new knowledge based on the
learning sciences, but adapted to authentic work life.
4. To choose the solution and work (play) with it until the problem will be
solved
22. How to learn to be an adaptive expert?
Bransford, 2001; Brophy, Hodge, & Bransford, 2004; Crawford, 2007; Hatano & Inagagi, 1986
FEATURES OF THE COLLABORATIVE PROBLEM-
SOLVING METHOD
1. Problems are not as in work life, but real assignment from work
life..
2. Collaboration is enhanced all way long.
3. Working takes place as expert teams by students, work life persons
and other invited experts.
4. Evaluation, monitoring, reflection and planning are central in the
process.
5. Playfulness and creativity are encouraged to free cognitive
resources
6. Autonomy in designing blended model to work and use technologies
meaningfully (AC, Skype, GoogleDocs, mind maps etc.)
For rich interaction
For making thinking visible and audible
For knowledge construction
7. Academic, research-based approach and understanding
8. The outcomes as social innovations, such as novel models to carry
on
23. How to learn to be an adaptive expert?
Bransford, 2001; Brophy, Hodge, & Bransford, 2004; Crawford, 2007; Hatano & Inagagi, 1986
Examples of open problems by Elektrobit (EB) 2010
1. Open Source & Developer Communities
Various developer communities are now important in
software designing. Many software adaptations are based
on open source platform (eg.
Linux, Symbian, Qt, Android, MeeGo), while various
informal communities work as developers. One temporal
question is how open source culture and joining in
developer communities can be promoted?
2. Motivation and managers
Managers face questions and situations that are linked to
Heiss, Janice J. (2007)
motivation and flow of work. In order to help managers to
coach team members they need to understand, what
motivation means and what affect to motivation. How to
increase understanding among coaching managers? How
manager could help experts to maintain their motivation
through work career?
24. How to learn to be an adaptive expert?
Bransford, 2001; Brophy, Hodge, & Bransford, 2004; Crawford, 2007; Hatano & Inagagi, 1986
Examples of results for problems by Elektrobit (EB) 2010
Posters and booklets
25. References
Alexander, P. A. (2003). The development of expertise: The journey from acclimation to proficiency.
Educational Researcher, 32(8): 10–14.
Bereiter, C. & Scardamalia, M. (1993). Surpassing ourselves. An inquiry into the nature and
implications of expertise. Chicago: Open Court Publishing Company.
Bransford, J. (2001). Thought on adaptive expertise. Retrieved June 15, 2008, from
http://www.vanth.org/docs/AdaptiveExpertise.pdf.
Bransford, J. D., Brown, A. L. & Cocking, R. R. (Eds.) (2000). How people learn: Brain, mind, and
school. Washington: National Academy Press.
http://books.nap.edu/catalog.php?record_id=9853
Brenninkmeyer, L. D. & Spillane, J. P. (2008). Problem-solving processes of experts and typical school
principals: A quantitative look. School Leadership & Management, 28(5), 435–468.
Brophy, S., Hodge, L., & Bransford, J. (2004). Work in progress – Adaptive expertise: Beyond apply
academic knowledge. Frontiers in Education 3 (FIE): S1B/28-
S1B/30, http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=1408679.
Chi, M. T. H. (2006). Two approaches to the study of experts’ characteristics. In K. A. Ericsson, N.
Charness, P. J. Feltovich & R. R. Hoffman (Eds.), The Cambridge Handbook of Expertise and Expert
Performance (pp. 21–30). Cambridge: Cambridge University Press.
Chi, M.T.H., Glaser, R., & Rees, E. (1982). Expertise in problem-solving. In R.J. Sternberg (Ed.),
Advances in the psychology of human intelligence (pp. 7–75).
Chi, M. T. H. & Koeske, R. D. (1983). Network representation of a child’s dinosaur knowledge.
Developmental Psychology, 19(1): 29–39.
Crawford, V, M, (2007), Adaptive expertise as knowledge building in science teacher’s problem solving.
Paper accepted for the proceedings of the European Cognitive Science Conference. Delphi, Greece.
Ericsson, K. A. (2006). An introduction to Cambridge handbook of expertise and expert performance: Its
development, organization, and content. In K. A. Ericsson, N. Charness, P. J. Feltovich & R. R.
Hoffman (Eds.), The Cambridge handbook of expertise and expert performance (pp. 3–19). Cambridge:
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26. Hatano, G. & Inagagi, K. (1986). Two courses of expertise. In H. Stevenson, H. Azuma & K. Hakuta
(Eds.), Child development and education in Japan (pp. 262–272). New York (N.Y.): Freeman.
Hatano, G. & Oura, Y. (2003). Commentary: Reconceptualizing school learning using
insight from expertise research. Educational Researcher, 32(8): 26–29.
Hmelo-Silver, C., Marathe, S. & Liu, L. (2007). Fish swim, rocks sit, and lungs breathe: Expert-novice
understanding of complex systems. The Journal of the Learning Sciences, 16(3), 307 – 331.
Holoyoak, 1991
Johnsson, E. J. (1988). Expertise and decision under uncertainty: Performance and process. In T. H.
Michele, H. Chi, R. Glaser & M. T. Farr (Eds.), The nature of expertise (pp. 209–228). Hillsdale (N.J.):
Lawrence Erlbaum.
Jonassen, D. H. (2007). What makes scientific problems difficult? In D. H. Jonassen (Ed.), Learning to
solve complex scientific problems (pp. 3–23).
Lajoie, S. P. (2003). Transitions and trajectories for studies of expertise. Educational Researcher, 32(8):
21–25.
Lin, X., Schwartz, D.L., & Bransford, J. (2007). Intercultural adaptive expertise: Explicit and implicit
lessons from Dr. Hatano. Human Development, 50, 65–72.
Posner, M. J. (1988). Introduction: What is it to be an expert? In M.T.H. Chi, R. Glaser, & M.J.F. Farr
(Eds.), The nature of expertise (pp. xxix–1). Hillsdale (N.J.): Lawrence Erlbaum .
Tsui, A.B.M. (2009). Distinctive qualities of expert teachers. Teachers and Teaching: Theory and
Practice, 15(4), 421–439.
Weisberg, R. W. (2006). Modes of expertise in creative thinking: Evidence from case studies. In K. A.
Ericsson, N. Charness, P. J. Feltovich & R. R. Hoffman (Eds.), The Cambridge handbook of expertise
and expert performance (Eds.), (pp. 761-787). Cambridge: Cambridge University Press.
Zimmerman, B. J. (2006). Development of adaptation of expertise: The role of self-regulatory processes
and beliefs. In K. A. Ericsson, N. Charness, P. J. Feltovich & R. R. Hoffman (Eds.), The Cambridge
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Yates and Tschirhart (2007).
Notas do Editor
PIRKKOExperts and experiencednon-experts(Bereiter & Scardamalia, 1993)
Developmental perspective and performance is conjugated with need of constant learning, which is in line with expertise studies (Bereiter & Scardamalia, 1993). As a challenge, social and collaborative side of expertise set new demands for individuals and groups. As already known collaboration is effective way of learning, but does not happen easily (Dillenbourg, Järvelä, & Fisher, 2009). We know also that in educational domain, teachers lack skills of successful collaboration and meaningful use of technologies in their collaboration (Impiö, 2009).
Strong faith that everything goes well
“People are dissimilar, which should be acknowledged”. Another group of problems deals with inadequate technical tools. Although many ICT tools are in use, there are still lack of tools and software that solve very compound problems. This is evident especially in very complex organizations with multiple processes and people in local and international contexts. The dilemma is that actual needs are exceptionally complicated, there is not yet any system invented to solve them. All in all knowledge management is a challengeDecision-making problems (Johnson, 1988; Jonassen, 2007) where stated in many cases. Experts at times have to make decisions without the necessary information. In such cases, they may take risks that could cost millions of Euros or theten people’s health. The question is how to enhance Edutool students’ decision-making skills, i.e. decision-making expertise already during their education? According to Yates and Tschirhart (2007) quality of decisions along with satisfying results of the actions in domain area should be acknowledged. The team is formed of people with relevant expertise in house construction, for instance architecture, legislation, economics and technologies. Each member in the team is highly educated and must have at least 20 years experience and evaluated as key persons before acceptance. The expert team works intensively trying to construct new knowledge and innovations, and also share tacit knowledge that is difficult to articulate and transfer. In order to succeed, participants should be able to conscious deliberation and reflection in their interaction. Such engagement involves making explicit the tacit knowledge that they have gained from experience (Tsui, 2009).
Her utterance reveals the fact that as ‘adaptive’ experts, individuals become better at perceiving the whole entity and hidden factors (see, Bereiter & Scardamalia, 1993). ‘Routine’ experts know how to care for a coughing patient and prescribe medicines, and send the patient away without thinking about the whole person, and without considering more important factors behind the symptoms. In the beginning of the problem-solving episodes experts try to understand the problem, to problematize unproblematic (Glaser & Chi, 1988; Tsui, 2009). Laila’s case is important to notice here, because it tells about the cycle that integrates development of expertise and affordances of environment: individual’s expertise increases her ability to perceive augments (e.g., Crawford, 2007); her ability to make decisions augments environment can provide complexity in relation to her abilities and edge of competence. Medical domain is a complex multifaceted and knowledge-rich (Norman, Eva, Brooms, & Hamstra, 2007; Patel, Glaser, & Aroha, 2000), where problems are different than in many other domains. Theory-based reasoning and simultaneous reflecting on visible and non-visible, and measurable and non-measurable symptoms with various possible schemas (Barnes & Koslowsky, 2002; Patel et al., 2000) are intertwined in a situation.Hatano and Inagaki (1986) validate that perception by stating that playfulness is highly relevant factor to education, which influences whether individuals will engage in active experimentation (see also Lin, Schwartz & Bransford, 2007).