UPDATE: We are extending the submission of questions for our collective future strategy "Our 2021" until February 22. The goal is to develop a path out of the crisis for our collective future, which we shape autonomously as people and companies.
After an alienating 2020, we would like to launch an initiative to collectively take the management of the ongoing crisis situation into our own hands:
Together with you, we want to develop a universal strategy for the future for all of us: "Our 2021"!
Our first "Innovation Update Aviation" - with three extraordinary ideas for new business areas for airlines.
Hello to our first "Innovation Update Aviation" - for everyone interested in novel & also feasible ideas for aviation. We also broadcast this update on our IDEAS FOR FUTURE TV channel linked here and our podcast of the same name.
In our Innovation Update - which is available for different industries - we present new forward-looking ideas - resulting from our NEURONprocessing ideation projects. The NEURONprocessing method enables our brain [NEURON] to be used in an ideal* state for idea development in a software-based way [processing] - and is thus one of the most efficient methods for the development of sustainable concepts and solutions.
My name is Thomas Tankiewicz and I am the head and co-founder of NEURONprocessing. For aerospace, I am assisted by our aviation expert and co-founder Tobias Krieg, who worked for 14 years in quality management for the largest European aircraft manufacturer AIRBUS.
A novel methodology of trend and future research paints a picture that goes beyond the established scenarios of the industry.
NEURONprocessing, a Hamburg-based company specializing in innovative idea development (ideation), has investigated the question of what "The possible future optimum for airlines - especially with regard to new business fields" might look like. The question is part of the project"Ideas for international airlines during and beyond the crisis"., as part of the COUNTER CRISIS IDEATION | IDEAS DEVELOPMENT FOR CRISIS MANAGEMENT initiative.
Based on the current situation, it is difficult for most airline executives to envision the possible development of the aviation industry over the next few years.
The current situation is forcing most airlines to focus mainly on acute issues, such as resuming air traffic as quickly as possible at present. This leaves the companies little or, in the worst case, no scope at all to deal with the development of a possible future optimum based on sustainable measures and innovations.
For this reason, the ideation specialist NEURONprocessing with its research-based NEURONprocessor Software The Institute for Idea Development set out to work out a possible optimum for the airlines, which could last beyond the crisis.
In general, a global market shakeout in favour of the renowned and state-owned airlines is already taking place during the crisis - and also in the following years.
"As paradoxical as it may sound at first glance in the current situation, the spectrum of new possibilities (solutions) is very broad and accessible to any competitor in the global market who sees the crisis as an opportunity," says Tobias Krieg as project manager of this NEURONprocessing ideation and former Airbus employee (Aircraft Quality Conformance Manager).
In addition, promising new business areas are emerging for airlines that are willing to innovate. These can be easily integrated into the airlines' newly created infrastructure in the change that is now urgently needed. In the project results, these lucrative business areas will be discussed in more detail.
A new environmental approach with real results that are transparent to society
Health care and related new services
Public innovation as an accelerator of sector-specific issues
The NEURONprocessing company works with a constantly growing team of international professional IDEAS developers. The idea development takes place with the research-based NEURONprocessor Softwarewhich enables the development of ideas in the optimal mental state. The resulting collaboratively developed results go far beyond the established thinking (internal view).
Within the framework of the COUNTER CRISIS IDEATION initiative, the company is in a position - especially in crisis situations - to effectively develop the solutions, innovations and strategies that show those responsible and those affected an expanded spectrum of action. The goal is to minimize specific negative effects of crises - but also to understand them as an opportunity for change and further development.
NEURONprocessing is looking for further experts for its topics and projects, so that they can work with the NEURONprocessor for the purpose of providing support in the development of ideas. Interested parties simply contact the company.
NEURONprocessing is a platform that offers idea development (ideation) via software, in workshops and on commission. In addition, there is training as a professional, certified idea developer. NEURONprocessing also provides the necessary software for idea dissemination. The approach is based on findings from brain research and was developed under the leadership of Thomas Tankiewicz - co-founder and managing director.
What is the goal of NEURONprocessing?
In essence, NEURONprocessing is a software tool that develops creative processes in a more targeted serial manner and leads to significantly more efficient results than comparable methods. It uses findings from the field of brain research to better access the creative potential of the human brain. Software based on these findings - the so-called NEURONprocessor - enables the reduction of everyday thinking in connection with extremely increased intuition - and thus allows to act apart from predetermined thought patterns and to develop solutions more efficiently.
A project based on the NEURONprocessor software (self-use, workshop or assignment) provides immediately usable results at low costs. This NEURONprocessing idea development (ideation) is applicable for any kind of problem solving and innovation: for technical developments, the conception of marketing measures, as well as the change of organizational structures and processes.
How successful is NEURONprocessing?
Example financial company
Task: Customers did not pay attention to the company's correspondence, although the disregard was associated with increasing costs for you. The goal: increase attention and quick response from customers. Solution: In order to change the "text deserts" with their "technical jargon", a communication designer was brought in to graphically depict the ever-increasing costs with continued non-response to the cover letters. The image of the client was rebuilt into a helper who always finds a solution for the customer. The response rate increased to 70 %.
Example high-tech company
Task: At a Formula 1 supplier, two interconnected components repeatedly tore apart in load tests. Question: What is the problem, why does the fault always occur in the same place and how can this be remedied in terms of production technology? Solution: The breakage of the adhesive was caused by vibration or tensile forces. To prevent this, the carbon fiber component should be baked longer. The adhesive should be thinned and injected with more pressure and additionally with a rotating motion to achieve a more even distribution.
What does NEURONprocessing cost?
Depending on your needs, NEURONprocessing works on single or multiple questions in a workshop or as an assignment. In addition, there is the possibility of a self-application and a training as a professional, certified idea developer.
The current prices for personal use or use as an organization can be found on the NEURONprocessing website:
The from NEURONprocessing The ideas developed in this project can be implemented worldwide. If necessary, our ideas can be adapted to country-specific conditions and regulations within a very short time.
On the one hand, this is due to the international character of aviation, which is a globally positioned and highly networked industry. On the other hand, however, this is primarily the result of the used NEURONprocessor Software for idea development, which always guarantees optimal results for any kind of idea development.
In the case of the Optimum When describing possible mergers and alliances between large, established airlines and smaller competitors, it is important to ensure that the prevailing safety standards are aligned with those of the parent or partner airline.
This is particularly true if potential subsidiaries or partner companies come from emerging and developing countries. These countries can benefit in the long term from cooperation with the established airlines and in this context there can be a steady improvement in the local air traffic infrastructure.
Global impact of pandemic travel restrictions
A relaxation of pandemic travel restrictions is expected to occur gradually across the globe. It will start with the major air traffic hubs, which have already taken adequate security and hygiene measures or can easily adapt to them due to their existing infrastructure.
Gradually, the regional airports will follow suit and will mainly be oriented towards the concepts of the large hubs. However, it is possible that some regional airports will surprise us with simpler or leaner concepts.
Particularly in the initial phase up to the year 2021, it will depend on how high the current infection figures of a disease that is a threat to society will be in the respective travel country. The precautionary measures to be taken by the airlines in the future will be based on this in order to be able to transport passengers to and from these countries at all.
Special airlines will establish themselves on the market that are particularly well placed to serve these health-critical countries. They will succeed in this, among other things, in close cooperation with the local health authorities and the medical facilities located or integrated at the airport, as we have seen under the new lucrative business areas for airport operators aspect.
In principle, airport operators must adapt the generally applicable hygiene and safety standards with regard to the pandemic, as they are already implemented in other areas of society. In doing so, the airports can, as we have done for the airlines (From disseminator to preventer under point 6. Milestones), take a pioneering role and help to shape or even anticipate future standards.
In addition, airport operators do not currently require any further essential immediate measures. The "time freed up" at the airports can be ideally used for major maintenance and repair measures that would otherwise have to be organized at great expense during flight operations or during the tightly scheduled rest periods. It is worthwhile for operators to bring these forward now in order to ensure a trouble-free start to flight operations after the crisis.
In the long term, it may be worthwhile for airport operators to expand their existing experience and shopping offerings for passengers and airport visitors to include those from the education and health sectors.
As we have already discussed in the section Futuristic ambience under point 4. Optimum described above, it is imperative that the idea of futurism is also adapted at the airports and that the underlying environmental concept is clearly visible and, above all, can be experienced by the visitors.
To this end, airport operators can create specific themed and experiential worlds so that airports can offer information value (infotainment) in addition to the previous entertainment value. In corresponding cinemas or interactive media installations, airport visitors can already experience the environmentally oriented future visions of tomorrow's aviation and continuously inform themselves about its progress.
In this context, the creation of unique selling points at a particular airport is important for the long-term success of these attractions and worlds of experience. This can encourage potential passengers to give preference to this airport as a starting point and transfer option for their future travels.
They can get support in planning from the established amusement and adventure parks and benefit from their wealth of experience. Long-term partnerships with existing park operators are also conceivable here.
For the airport operators, this idea is primarily about becoming a pioneer and about depicting and propagating the global change towards an environmentally friendly society. Here, too, partnerships with infotainment partners already active in this area are conceivable.
Medical centres at the hubs
Airports can continue to develop into medical centres, as already exist at some major airports. These centres offer lucrative and high-quality health services for passengers and airport visitors. The passenger can kill two birds with one stone and, for example, combine the upcoming visit to the dentist with the next flight.
The implementation of such medical facilities is facilitated by the fact that similarly high safety and hygiene standards as in hospitals are already in place at airports.
Also conceivable in this scenario is the establishment of special medical focus centres at the major aviation hubs (e.g. for complex operations that require a high degree of technology). Potential patients could thus fly to the nearest suitable major airport for their treatment, in order to receive the best possible care without having to travel further. This idea is particularly interesting for health care in emerging and developing countries where the medical infrastructure is not yet sufficiently developed.
An additional advantage of these centres would be that passengers with urgent and suspected pandemic illnesses could be screened upon arrival at their destination airport without leaving the airport security gates.
Furthermore, airports can offer their passengers appropriate health deals together with the airlines (e.g. discounts on treatments or payment by air miles).
It is also worthwhile for airports to continuously expand their service offerings. In addition to the existing parking and maintenance services for cars, food and shopping services can also be offered.
Passengers can select their desired products online until shortly before landing, which are then made available for collection in the baggage claim area upon arrival. This concept includes all retailers located at the airport who would like to offer their goods additionally via this service and also the gastronomy with corresponding takeaway products. For the local merchants this service means an additional source of income. Passengers benefit from saving valuable free time for these purchases after a long flight or a stressful day at work.
In times like these, it becomes clear how interdependent both the airlines and the aircraft manufacturers are. It therefore seems only logical that they continue to work together on possible solutions and innovations for the industry and share possible risks among themselves.
The impression is growing that the industry is facing fundamental technological as well as structural changes. The trend towards smaller and more environmentally friendly aircraft is only one major element in this.
We would be very surprised if the aircraft manufacturers do not already have other suitable ideas in their drawers, which can now be used profitably for all concerned.
As a current immediate measure on the part of the aircraft manufacturers, the prompt development of modular protection concepts for the aircraft cabin promises grateful customers among the airlines. The complexity of the concepts ranges from simple respiratory protection masks, to dividers between the seats, to complete room dividers for the cabin, which enable safe transport in small groups, especially of passengers from risk groups.
The modular design allows a simple and quick adaptation of the protection concepts according to the hygiene standards/guidelines of the respective travel countries. These protection concepts are designed to provide passengers with maximum safety with regard to their own health while at the same time ensuring maximum passenger comfort.
The introduction Innovative boarding concepts on the part of the airlines, we have already discussed in the section Optimum presented. Long-term solutions from aircraft manufacturers envisage support for the boarding process by means of an appropriately designed cabin structure.
This can be realized, for example, by interchangeable passenger cabins. Similar to today's cargo aircraft, these are transported on platforms into the provided aircraft with the passengers who have already boarded. In this case, the entire boarding process takes place outside the aircraft.
This will ensure a high level of passenger safety, reduce waiting and contact times for passengers and result in shorter turnaround times for airlines.
The modular design of these cabin concepts also allows optimum adaptation to the respective load situation and flexible configuration of the different travel classes.
Smaller aircraft in trend
Even before the onset of the Corona pandemic, demand for wide-body passenger aircraft, especially those with four engines, was plummeting. Airbus announced the discontinuation of its A380 program in early 2019. Rival Boeing had also previously ceased production of the passenger variant of its B747 program.
The Corona crisis was not the first cause of the trend towards smaller aircraft in the aviation industry, but now it is all the more pronounced. Aircraft manufacturers can supplement this market as soon as possible with more environmentally friendly aircraft with low or, in the best case, even no pollutant emissions. The smaller scale of these aircraft also facilitates the timely introduction of new propulsion concepts based on renewable energies.
This category of aircraft can operate optimally primarily on short-haul flights at lower altitudes. As described in the section Immediate action As described above, it is very likely that passengers will again increasingly demand point-to-point connections in the future. Thereby the regional airports (see Immediate action) are experiencing a renewed boom.
With the introduction of more environmentally friendly aircraft concepts by manufacturers, it is imperative that a fully futuristic aircraft and cabin design which will make these serious innovations directly perceptible to passengers.
In view of the technological challenges that these new aircraft concepts pose for aircraft manufacturers, it is also important to ensure that the time-to-market is reduced as much as possible compared to traditional aircraft programmes. For this purpose, it is important that the manufacturing companies advance their developments hand in hand with the airlines.
Visions of the future
From the data provided by NEURONprocessing The ideas described so far show that for the airlines and especially for the aircraft manufacturers, it is not primarily a matter of returning to the usual situation before the crisis. Rather, the current crisis can open up new possibilities for manufacturers in the development area, the introduction of which on the market has so far seemed unthinkable or not worthwhile.
To get on the optimal line of development, fundamental changes in manufacturing operations and their supply chains seem inevitable. The global supply chains can be transformed on the way to the Optimum to make optimum use of their previous experience and infrastructure for the production of the new aircraft components and also to make these available in an international network.
The period as a whole is a rather long-lasting phase that people have adjusted to within their means. However, the impact will be of a longer duration as we as a society have only got through the initial phase and we are not returning to full normality any time soon. Even if an absolutely reduced school operation has already begun (as of mid / end April 2020).
In essence, it could be a total of 3 - 4 difficult months. Therefore, the implementation of the new ideas outlined here is necessary as soon as possible.
Over time, all those involved adjust to the situation as best they can. Therefore, it is important for the school and education sector to establish the necessary routines in the context of digital learning and to develop them in the long term - as shown here.
An initial improvement occurs when the majority of all current restrictions are lifted.
Peak only in May
The effects could continue to be felt until the end of the year, although the peak could be passed by the end of May: The epidemic may even peak in May before leveling off relatively quickly.
Improvement from the end of June
From the end of June, there would then be a significant improvement in the general situation (with regard to the pandemic). The more intensive effects could still be felt into the summer - August / September.
In other words, it could take longer than planned because the peak has not yet passed. It is possible that the schools will remain closed for regular operations until after the summer holidays.
After that, the curve slowly flattens out and regular operation returns in greater numbers. In combination with the parallel required digital learning, a total period of 8 - 9 months can be achieved, with further opportunities for digital learning through the new ideas, innovations and possibilities.
We may be dealing with a wave-like progression. The effects can be significantly reduced by the measures we have described. It is possible that we will have another wave of infections in the autumn.
School attendance in exceptional cases
In cases of existential threat, it should be possible for parents to return their children to school with a declaration of consent from the end of April / beginning of May. The prerequisite should be that the children do not belong to the risk group and also do not have family members from risk groups in their direct environment.
Another reason should be to avert psychological damage to children when this threatens to become too great. In most cases, the damage is probably caused by a perceived lack of contact, multiplied by a disturbed closeness-distance relationship between child and parents.
The time until normality prevails will in many cases be several weeks beyond the gradual reopening of the schools. This is individual for each school, which is due to the fact that schools or teachers provide their students with different content. Digital assignment sheets, for example, can be checked, discussed and improved in a timely manner. At schools where the supply is analogue or via the mere sending of non-editable (scanned) PDFs, performance monitoring is downstream.
Unless results can be sent in continuously, it will not even be possible to check them until the schools reopen. These teachers will thus be busy for a long time dealing with old topics - if they do this at all. Unfortunately, these topics have no real value at that point, since the topics were already dealt with several weeks ago. This problem is especially true for elementary schools.
The epidemic is possibly the impetus for a complete renewal of the existing (worldwide) school system.
The trigger for this is probably that parents are more concerned with the teaching content of their children during this time. In addition, parents' demands increase as the crisis continues. The same applies to parents' understanding of what their children are - or are not - learning in schools.
As a possible scenario, the previous school system will only have a transitional justification in the long run, mainly to take care of the students. The development goes towards a free, dynamic and digitally flanked learning system.
This renewal of the school system is a longer process that will take at least the next 5 years.
There is unlikely to be a critical phase after the epidemic subsides, as the school system is basically in the process of reinventing itself - or rather, conquering the digital space and free learning through experiences now made.
The transition from the classical to the new school system will probably take place in several waves so as not to overburden the pupils and institutions.
In the future, universities will focus more on practical applications, experiments and research. In the future, the previous content (lectures) will increasingly be taught via suitable teaching platforms.
In educational institutions, how and when they resume operations must be decided on a case-by-case basis, as some educational institutions are confronted with at-risk groups and some rarely if ever.
Teachers and support staff should, wherever time is available, pay strong attention to the development of media literacy - for themselves and for students, so that they can meet them on an equal footing.
Push digital learning
In addition, the elaboration or further development of a concept for digital learning should definitely be pushed - a possible blueprint for this we have described in our Part 3 pointed out. Teachers in particular should make a significant contribution to the development of a learning platform, as they are "on the front line" on a daily basis. At this stage, they can provide "live" support in developing and implementing such a concept.
Determine communication channels
Coordination with the parents should also be carried out in the current phase, which is still continuing. The aim is to find out how best to work with the children as a team (teachers and parents):
What support do parents want in learning at home specifically.
Provide material and by what means.
Possibly make "safe" home visits if parents can't cope.
Provide video conferencing for existing class groups so that children can continue to interact socially.
Joint teams with the school authorities
There should also be a closer interlocking between the school authorities and the schools and teachers in order to enable more practical relevance and a better exchange. All that is needed here is to form cooperating teams for specific tasks, which is no problem from a technical point of view - e.g. via Microsoft Teams or similar solutions. After the crisis, these teams should aim to improve the school system and optimise processes.
Schools can / should cooperate with each other to build up common content (content pools), so that not every school has to create, digitise and integrate the required content itself. In this context, it is also worth remembering the possible direct cooperation with providers of textbook publishers and content platforms (content), so that content can already be fed directly via these partners in the beginning - and later increasingly. In this context, it is important to regulate the necessary licenses (rights and fees, if applicable). In addition, teachers from the same subject areas should coordinate their content at online conferences - if necessary, they should also form permanent working groups (teams).
Pupils of the 6th to 8th classes could take over senior telephone partnership. On 2 - 3 days a week, joint (video) phone calls could be made in order to create closeness for both sides. This would reduce the stress factor regarding isolation, which has a negative effect on the immune system.
School canteens and caterers: home delivery
School canteens and caterers could offer home delivery to ease the burden on families and parents. This would help to preserve jobs.
The remaining reduced teaching time could be used to "clean up" and reorganize the technical infrastructure.
In case of emergency: Premises
Schools can provide premises in an emergency - especially gymnasiums. These could be used for mobile hospitals.
Educational institutions can establish themselves as further education institutions in this time and should use this chance. The new target group here is parents, to support them in teaching children or to flank them - similar to the "tutoring principle", which would also lead to a better quality market for tutoring.
The existing online infrastructures of innovative educational institutions could be used to implement this idea. Educational institutions without such a structure can offer learning topics according to our blueprint of an optimal learning platform (see part 3) - initially still with the aforementioned rudimentary tools and later with a mature online infrastructure (LMS).
In our previous part "What measures can German schools and educational institutions take to maintain educational operations in the short term", we emphasized how important it is now to further develop the existing solutions and learning portals. To this end, we referred to our solution approach as a "blueprint" that provides orientation for further development and can be applied to any technological platform. The decisive factor is to promptly implement all four core elements contained in the blueprint in a solution- or platform-specific manner, to constantly expand and further develop them. The result of this process is ideally an optimal learning platform. Let's get started!
The very simple analogies described here can be adapted in existing systems or transferred to completely new systems/platforms that are adapted to this from the outset. The focus is on the creation of virtual and intellectual spaces that are opened up by the learner. In these spaces, the aim is to achieve a constant gain in knowledge through interaction - in other words, action-oriented Learn. This "journey of understanding" is documented in each virtual room so that the learner is shown which areas they have already accessed. The ideal is to display a kind of graphical "puzzle" that completes itself quantitatively over time and also indicates the learner's qualitative level of understanding.
The elements outlined in our 2nd part "What measures can German schools and educational institutions take to maintain educational operations in the short term" will also be implemented in these rooms at the appropriate points.
1. top level: learning spaces
On the top level, students open up the "learning spaces" already mentioned. These rooms have the function to offer transparency to the learner and to show connections. Such spaces can be set up and used in the short term in existing or to-be-created systems / platforms. In the long term, these spaces should be equipped with established gaming analogies (gamification).
The incentive system of adventure games (https://de.wikipedia.org/wiki/Adventure) has been developed and proven over many years and is simply transferred to the learning area. To avoid misunderstandings: it is about adopting analogies and incentive systems from gaming - and not about developing learning portals as pure learning games.
It is good and important to speak here of spaces that the learner should open up. According to the motto "go in and discover what is contained there". Thus the learner can pursue his interests and inclinations. Through the parallel further and further "completion of the exploration of the room", the motivation grows to also open up a room completely and above all well. Whereby good means: maximum learning effect. In this process, the desire to really know a room well also arises and grows. This results in a lower loss of learning, through motivation, curiosity, incentive and ideally also fun. Again, we use the analogy of an adventure game principle: you have to move attentively through all the scenes (rooms) and you have to "collect" everything important to pass the adventure (as good as possible = good grade). Also as a gaming analogy, there are also exams and competitions on our ideal learning platform, which you have to pass as a learner in order to progress or to get a high "score" (= good grade).
This type of learning follows a constant up and down: something new is explored, finds its way in, is developed more deeply, solidifies and is finally verified. The developed and completed contents and tasks are documented in parallel in the system/platform in order to map the learning progress - analogous to the success of the game.
This room analogy can be implemented right now via DropBox, Box.net, Google Drive, OneDrive, OneNote, Evernote, or similar. A learning portal (LMS) is not a prerequisite - but will be necessary in the further course to become future-proof. Important at the beginning is a parallel documentation (logging) of the learning journey (see above) to show the learner and the teacher / lecturer the learning progress. In the beginning, checklists via Dropbox Paper, Google Forms, Microsoft Forms or similar applications can be used, in which the learner simply ticks off the completed tasks and thus creates transparency for him/herself and the teacher/instructor.
In the later final solution, the feedback should be automatic and via the completion of a visual representation. In principle, as in our puzzle analogy above, in connection with points - or a so-called "scoring" or "ranking". Here students can see, if necessary, how far "fellow students" are on their way in direct comparison in the individual rooms. At least the comparison should be possible in an overview to see how far other "classmates" are. The idea here is cooperation and not competition, because there should be an incentive to help each other. Along the lines of "Say, how did you do that?" - which works mutually, because one student is better or further along here and vice versa.
2nd instruction level: Description
On the instruction level, existing contents and rooms are linked via instructions. Instructions are essentially learning instructions and application examples for the respective rooms. These can also be realized by the systems shown above. For example, with Dropbox it is possible to create simple folder descriptions.
3rd content level: teaching materials
The content level is to be understood as the existing analogue or digital teaching material of the teacher or educational institution: this can be directly integrated, as it is already available - based on the respective curriculum.
Direct access should be given to teaching material providers and existing independent learning platforms in order to feed in or make available content accordingly, as most teachers already obtain their material from here.
If there are no learning videos of one's own, one could also think about cooperating with already successful learning video portals (e.g. LearnAttack by Duden) and YouTube teachers in order to include their videos. Why not set up an advertising-free and free streaming platform for learning videos that is jointly operated by German schools! This would also better preserve equal opportunities - see below.
More ideas for expanding the school and education sector can also be found in Part 4, which we will publish shortly (it is likely that this has already been published at the time of reading - see the general overviewof our project "Optimal digital learning during and beyond the crisis"..
4. level of knowledge: expertise
The knowledge level defines the knowledge in the heads of the teachers / lecturers that has not yet been integrated into the content level. This knowledge must be prepared and integrated against the background of the structure shown here:
Graphics / Pictures
In addition to our "blueprint" described above, we have developed the following further ideas.
The good old new Classroom
Of course, the traditional way of learning must not be forgotten if one wants to enable holistic learning - especially since purely digital learning is not sufficient. For the future, it is important to (further) develop physical-digital hybrid learning systems. It would already be easy for schools and educational institutions to transmit the usual learning units / workshops from the physical classrooms LIVE (streaming), so that learners at home can easily participate in the lessons. Those who can't be there live work through the recording, which is also wonderful for review and digital reference. This would also help to ensure equal opportunities - see "Equal opportunities" below.
The possibility of social exchange remains important, such as the good old break meeting in the schoolyard or online via social meetings between students. The latter would even be possible on a supra-regional, transnational and international level - see also the idea of "Language tandem with native speakers" in our Part 2. This idea could also be extended to other subjects / departments in order to learn / work globally with each other at an early stage.
A teacher becomes more of a helper for many children / students instead of just one class based on the ideal learning platform to strive for. He develops a personal connection and acts more like a mentor or a confidant, e.g. to accompany and discuss personal development.
Many great and dedicated teachers, who have a fantastic knowledge of digital learning and at the same time care for the children holistically and individually, need to be identified and built up as "Mavens" (innovative experts). The aim is to help all teachers into the "digital saddle". Thus, the existing expertise could already be used in a timely manner to bring the entire teaching force up to an elevated level. And it makes more than sense to engage the people who are already in the teaching profession.
After the crisis, there is no need for external consultants for whom the state has to spend a lot of money and who would inevitably work past the practice - unless they also come from the active(!) education business. It is much more sensible to apply the current experiences already now and to develop further and future training programmes from them. Here, the focus must remain on the current experience and must not become too theory- and research-heavy. This would drag out the process too much and, due to a lack of practical relevance, would meet with too little acceptance and fail.
An idea that goes beyond this is to offer teachers a kind of "Internet & Digital Driver's License". This would take the pressure off them to acquire the necessary knowledge privately. In addition, there would be transparency regarding the current skill level of each teacher. This licence should be renewed or extended in a certain cycle (e.g. annually).
The tasks for the test to obtain the driving licence are to be created centrally and apply to the entire teaching staff in Germany. One could even introduce an EU driving licence that is valid for all countries or is required in each country in order to be allowed to continue teaching at all. The exams can be done online.
It becomes difficult when students do not have appropriate devices or internet at home - or a quiet learning environment in their extended family. Here again the weakest would be disadvantaged. The state would have to provide the appropriate resources so that all the pupils concerned can learn at home or in appropriate facilities.
Alternatively or in addition, learning spaces for digital learning can be created. These can be located in the afternoon in the schools or in local learning rooms for pupils from the immediate vicinity. These should be equipped with Internet access, workstations for socially disadvantaged families and optional childcare services. Why not create an alliance of leading and innovative IT companies that provide a wide range of devices, software, applications and platforms in novel "learn hubs"? If the industry is brought on board, there will be no reason to complain about a lack of young talent in the future. In the transitional period or even permanently, companies could also provide unused workplaces or take on "learning sponsorships".
Learning to learn
The current situation offers another opportunity that should be seized. In the context of new and innovative content, the latest findings should also incorporate learning to learn.
We have developed further highly interesting approaches to this, which we have prepared in an extra paper "Learning to Learn", which is available on request.
The central component of the paper is the brain in its essential learning processes and how these are maximally elicited and sustained.
Here, the relevant neurobiological basic functions in their optimal application are considered as well as state-of-the-art procedures.
We describe an "ideal state" possible today, which is realizable via a "neurobiological learning maximum". Here, the learner of any age group and socialization is made accessible to quasi "optimal states". In addition to psychological methods, this is also achieved through a trend-setting application of neurofeedback - up to brain-active frequencies.
We also describe the optimal design of learning tools from a healthy combination of rudimentary methods and current or future media possibilities.
The structure required for this is to be understood as a minimum, without structurally overloading the realisation of learning. On the basis of our findings, it is necessary to construct the appropriate learning environments for the different target groups (children, adults, etc.) and to take social factors into account.
Mental movement - in the sense of action-oriented learning situations - is another central component that we have defined. This includes the following coordinated elements within a specifically defined framework in each case: Mental activity based on curiosity, desire and the given learning repertoire. Followed by rest phases, internalization and self-reflection.
The model defined on the basis of our data ensures a harmony or synchronous cycle of successive FLOW and REST / EASE phases: The electrifying learning state / implementation flow state (recursive) and the relaxed "rest" phases. These are embedded in the respective superordinate time construct: e.g. a daily schedule based on a monthly or weekly plan and in detail a timetable with time-independent blocks.
For us, the "teacher" is more someone who is responsible for implementing and adhering to the model - like a kind of (role) play leader.
As further points find consideration:
The necessary free space for thinking and thoughts.
A breeding ground of well-prepared learning material, involved teachers and parents and a broad social understanding - e.g. that wrong learning environments and wrong learning styles make people ill.
Clearly defined learning content - also through joint planning by teachers and students (= higher acceptance).
Planning the right learning environment based on all the components defined in our concept or all the resources and knowledge currently available.
ElectroMobility thought into the future in order to develop it properly from the present.
MEILENSTEIN 10 | Endless energy from space?
Hello to Ideas For Future TV - the show for anyone interested in novel & doable ideas for our collective future.
In our preceding milestones, we have shown only conventional technologies and their future development in a sensible sequence. In our last milestone, we show the futuristic-looking logical end point of our little time travel into the future of electric mobility.
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