De Hogeschool Utrecht heeft een experiment uitgevoerd om het curriculum van de Pabo te flexibiliseren, zodat het beter aansluit op de leerbehoeften van studenten. Dit project richtte zich op het verbeteren van zelfregulatie door middel van ontwikkelingsgerichte feedback. In twee nieuw ontworpen cursussen werd programmatisch toetsen toegepast, waarbij feedback centraal stond dat werd vastgelegd in het digitale portfolio Scorion. Studenten verzamelden bewijsmateriaal in dit systeem, waarop verschillende feedbackgevers feedback gaven. Daarnaast werden studenten in kleinere leerteams begeleid en getraind in feedbackgeletterdheid, wat hen hielp om feedback beter te begrijpen, te gebruiken en erop te reageren. De resultaten van het project toonden aan dat het mogelijk is om onderwijs en toetsing zodanig te ontwerpen dat studenten meer regie krijgen over hun leerproces. Het project biedt een solide basis voor verdere ontwikkeling en verbetering van het onderwijsprogramma.
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The pervasiveness of wearable technology has opened the market for products that analyse running biomechanics and provide feedback to the user. To improve running technique feedback should target specific running biomechanical key points and promote an external focus. Aim for this study was to define and empirically test tailored feedback requirements for optimal motor learning in four consumer available running wearables. First, based on desk research and observations of coaches, a screening protocol was developed. Second, four wearables were tested according to the protocol. Third, results were reviewed, and four experts identified future requirements. Testing and reviewing the selected wearables with the protocol revealed that only two less relevant running biomechanical key points were measured. Provided feedback promotes an external focus of the user. Tailoring was absent in all wearables. These findings indicate that consumer available running wearables have a potential for optimal motor learning but need improvements as well.
Although there is consensus in the current literature that feedback plays a fundamental role tostudent performance and learning, there is debate about what makes it effective. Particularly,some assessment instruments, like the National Student Survey in the United Kingdom, revealthat evaluation and feedback are systematically among the areas that students are less satisfiedwith. The aim of this article is to describe the indirect feedback technique, which was devised andused by the principle author in his previous tenure as a professor at the University of Cadiz inSpain and to reflect on how it can be applied to overcome some of the limitations presented in adifferent context of practice. It is argued that indirect feedback meets many of the principles ofgood practice (facilitation of self-assessment skills, delivery of quality information about thestudents’ learning, encouragement of dialogue, and improvement of teaching) identified by Nicoland McFarlane-Dick (2006).
Despite the recognized benefits of running for promoting overall health, its widespread adoption faces a significant challenge due to high injury rates. In 2022, runners reported 660,000 injuries, constituting 13% of the total 5.1 million sports-related injuries in the Netherlands. This translates to a disturbing average of 5.5 injuries per 1,000 hours of running, significantly higher than other sports such as fitness (1.5 injuries per 1,000 hours). Moreover, running serves as the foundation of locomotion in various sports. This emphasizes the need for targeted injury prevention strategies and rehabilitation measures. Recognizing this social issue, wearable technologies have the potential to improve motor learning, reduce injury risks, and optimize overall running performance. However, unlocking their full potential requires a nuanced understanding of the information conveyed to runners. To address this, a collaborative project merges Movella’s motion capture technology with Saxion’s expertise in e-textiles and user-centered design. The result is the development of a smart garment with accurate motion capture technology and personalized haptic feedback. By integrating both sensor and actuator technology, feedback can be provided to communicate effective risks and intuitive directional information from a user-centered perspective, leaving visual and auditory cues available for other tasks. This exploratory project aims to prioritize wearability by focusing on robust sensor and actuator fixation, a suitable vibration intensity and responsiveness of the system. The developed prototype is used to identify appropriate body locations for vibrotactile stimulation, refine running styles and to design effective vibration patterns with the overarching objective to promote motor learning and reduce the risk of injuries. Ultimately, this collaboration aims to drive innovation in sports and health technology across different athletic disciplines and rehabilitation settings.
Performance feedback is an important mechanism of adaptation in learning theories, as it provides one of the motivations for organizations to learn (Pettit, Crossan, and Vera 2017). Embedded in the behavioral theory of the firm, organizational learning from performance feedback predicts the probability for organizations to change with an emphasis on organizational aspirations, which serve as a threshold against which absolute performance is evaluated (Cyert and March 1963; Greve 2003). It postulates that performance becomes a ‘problem’, or the trigger to search for alternative procedures, strategies, products and behaviors, when performance is below that threshold. This search is known as problemistic search. Missing from this body of research, is empirically grounded understanding if the characteristics of performance feedback over time matter for the triggering function of the feedback. I explore this gap. This investigation adds temporality as a dimension of the performance feedback concept guided by a worldview of ongoing change and flux where conditions and choices are not given, but made relevant by actors and enacted upon (Tsoukas and Chia 2002). The general aim of the study is to complement the current knowledge of performance feedback as a trigger for problemistic search with an explicit process temporal approach. The main question guiding this project is how temporal patterns of performance feedback influence organizational change, which I answer in four chapters, each zooming into one sub-question.First, I focus on the temporal order of performance feedback by examining performance feedback and change sequences organizations go through. In this section time is under study and the goal is to explore how feedback patterns have evolved over time, just as the change states organizations pass through. Second, I focus on the plurality of performance feedback by investigating performance feedback from multiple aspiration levels (i.e. multiple qualitatively different metrics and multiple reference points) and how over time clusters of performance feedback sequences have evolved. Next, I look into the rate and scope of change relative to performance feedback sequences and add an element of signal strength to the feedback. In the last chapter, time is a predictor (in the sequences), and, it is under study (in the timing of responses). I focus on the timing of organizational responses in relation to performance feedback sequences of multiple metrics and reference points.In sum, all chapters are guided by the timing problem of performance feedback, meaning that performance feedback does not come ‘available’ at a single point in time. Similarly to stones with unequal weight dropped in the river, performance feedback with different strength comes available at multiple points in time and it is plausible that sometimes it is considered by decision-makers as problematic and sometimes it is not, because of the sequence it is part of. Overall, the investigation is grounded in the general principles of organizational learning from performance feedback, and the concept of time as duration, sequences and timing, with a focus on specification of when things happen. The context of the study is universities of applied sciences and hotels in The Netherlands. Project partner: Tilburg University, School of Social and Behavioral Sciences, Department of Organization Studies
