Learning from Errors

“Errare humanum est”, a well known and widespread Latin proverb which states that: to err is human, and that people make mistakes all the time. However, what counts is that people must learn from mistakes. On these grounds Steve Jobs stated: “Sometimes when you innovate, you make mistakes. It is best to admit them quickly, and get on with improving your other innovations.” Similarly, in learning new language, learners make mistakes, thus it is important to accept them, learn from them, discover the reason why they make them, improve and move on. The significance of studying errors is described by Corder as: “There have always been two justifications proposed for the study of learners' errors: the pedagogical justification, namely that a good understanding of the nature of error is necessary before a systematic means of eradicating them could be found, and the theoretical justification, which claims that a study of learners' errors is part of the systematic study of the learners' language which is itself necessary to an understanding of the process of second language acquisition” (Corder, 1982; 1). Thus the importance and the aim of this paper is analyzing errors in the process of second language acquisition and the way we teachers can benefit from mistakes to help students improve themselves while giving the proper feedback

The Spiritual Quest of Steve Jobs: Connecting the i-dots Gazing Forward, Glancing Back

As the author indicates, this article is not simply another homage to a business giant, but an expose that discusses his commingling of technology and the humanities – not for the sole purpose of increasing his own riches, but with the objective of leaving the world in a better condition

Zero-Shot Relation Extraction via Reading Comprehension

We show that relation extraction can be reduced to answering simple reading comprehension questions, by associating one or more natural-language questions with each relation slot. This reduction has several advantages: we can (1) learn relation-extraction models by extending recent neural reading-comprehension techniques, (2) build very large training sets for those models by combining relation-specific crowd-sourced questions with distant supervision, and even (3) do zero-shot learning by extracting new relation types that are only specified at test-time, for which we have no labeled training examples. Experiments on a Wikipedia slot-filling task demonstrate that the approach can generalize to new questions for known relation types with high accuracy, and that zero-shot generalization to unseen relation types is possible, at lower accuracy levels, setting the bar for future work on this task.Comment: CoNLL 201

Making use of icould: learning from practice

icould, is an online careers resource which provides individual’s with access to the work and life experiences of hundreds of people in the form of online careers films. The films are supplemented with labour market information and other resources. This approach seeks to provide both a self-directed resource for career explorers and a resource that can be used by career and education professionals to enhance their practice. In addition, icould provides a range of information, games, interactive activities and other resources that can also be used either directly by a career explorer or as underpinning resources for professionals working in the field. icould is a technically innovative product which utilises multi-media content, interactivity and social media in new ways to provide career support. icould has become popular with career professionals and other educators and is frequently used as part of the delivery of career support. icould has produced a very useful suite of resources for teachers to facilitate its use in practice. However, up until now there has been no investigation of the ways that icould is actually being used in practice. Consequently in this project we sought to draw this practice together and to present it in a way that might stimulate, inform and inspire future practice. To do this a diverse group of practitioners were recruited to form a community of practice (COP). This report provides new ideas and insights into the way which the icould website is used by practitioners

Spartan Daily August 29, 2011

Volume 137, Issue 2https://scholarworks.sjsu.edu/spartandaily/1056/thumbnail.jp

An appetite for learning : increasing employee demand for skills development

Raising the demand for skills amongst individuals in the workforce is critical if the UK is to meet its 2020 Ambition. This edition of Praxis highlights a number of policy interventions that the evidence suggests can work, and proposes a policy framework for describing and understanding these. The paper aims to stimulate wider debate about the policy interventions most likely to address the barriers to learning faced by the UK workforce. To this end the UK Commission welcomes readers' responses to the following questions, prompted by this paper

Spartan Daily, August 31, 1999

Volume 113, Issue 3https://scholarworks.sjsu.edu/spartandaily/9432/thumbnail.jp

Center. Community. Change. 2015 Annual Report

Real change happens when communities most affected by injustice are organized and motivated. The powerful movements over the past year that brought us marriage equality, the fight for a $15 minimum wage, courageous voices in Congress calling for the expansion of Social Security, more and better jobs born out of innovative community-labor partnerships -- all of these took root at the grassroots. While grassroots organizations draw energy and power from their deep community ties, they don't necessarily intersect with others groups doing complementary work. That's where the Center for Community Change comes in. With staff and organizers around the country, we identify and connect the most creative, innovative and powerful models, providing them with resources, expertise, strategy, training and support to shape social movements and bring about meaningful change. With nearly 50 years of experience, CCC is a center for the community organizing field, building community and developing strong leaders, and changing policy, culture, and people's lives for the better. Though all the different facets of our work may seem complex, we can boil it down to one simple phrase: We do what it takes. This report includes examples of just that -- pushing the limits of what we thought possible to create the change we want to see. We highlight some of the wide-ranging work done by CCC and our 501(c)(4) sister organization, the Center for Community Change Action, with our extraordinary grassroots partners and national allies. This work is the foundation for our 2016 campaigns to marshal our communities' votes and raise our voices in vibrant movements for true democracy and a fair economy in which everyone can thrive and reach their full potential