Category: Executive

The Metaverse explained for university leaders: opportunities and decisions ahead (4/4)

Who should universities watch?

The question is to what extent universities feel the need to step into the developmental space around XR technologies, and who should they be watching. Which evolutionary pathways will win out is unknown. Meta/Facebook has brand identification with the Metaverse concept in its advocacy of VR. Given the serious trust issues with Facebook, Instagram, and WhatsApp, the challenge to revenue from Apple’s changing advertising policy, and TikTok’s growing share of advertising revenue, the future of Meta is uncertain.

Google has innovated in the XR space for several years, not least with its long-standing, sometimes apparently covert,  commitment to Google eyewear. No one should discount what happens at Google Skunkworks. Microsoft has the advantage of being the foundation for the majority of business enterprises’ ecosystems and has a cross-platform strategy. Although I have to say I don’t see the attraction for users to be able to integrate Team meetings into Meta’s Horizon environment but Microsoft has also invested in gaming technology with its Xbox and XR hardware technology.

Apple has not made much public noise around XR technologies beyond integrating AR functionalities into its recent iPhone releases. However, its promotion of AR design tools for its platform arguably gives it an edge. Apple and its peripherals are clearly being aligned with an AR future. Technology that allows for the real world to be scanned and proximity detection linked to location services on an individual’s phone also represents opportunities. Apple also encourages third-party developers to innovate around its technology base, as opposed to Meta’s approach which appears to seek to absorb potential competition.

If you are looking to review institutional strategies in the light of challenges and opportunities presented by the Metaverse, please feel free to get in touch with spa@sijen.com

Opportunities in co-development

The opportunities for Universities will range from providing their learning community as a test-bed for any of the major players to purchasing XR artifacts.

It is not a binary choice but its useful for leadership to contemplate the two extremes. This could mean a corporate co-development of a  high-tech laboratory on campus, or it could be a unique academic course in which an AR artifact serves as a learning resource. There are many points in between.

Think small. Technological opportunities will present themselves as access devices become smaller and cheaper. Universities would be wise to pitch their engagement at a realistic level for the present, such as AR experiences through individuals’ smartphones rather than anticipating students will embrace body-integrated technologies, such as AR contact lens. It will be a stretch to get everyone into full haptic bodysuits (pun intended).

Think foundations. Universities may want to evaluate their research strategies and partnerships in the sciences and steer them toward industrial needs for developments in sensors, displays, battery life, network, and computer performance. In the social sciences and humanities, the social and cultural impact of XR is severely neglected. Leveraging some research funding for the implications of use is an opportunity. Proactively approaching the technology providers and providing them with a critical review of the impact of emerging technology is something funders should be encouraging.

Lessons Learnt. What smart institutions learned from the Second Life land grab in the 2000s is that building virtual campuses did little to advance the experience of either students or staff. The only beneficiaries were the 3D modelers and designers who learned a great deal. The more insightful money has been focussed on the immediacy of the experience rather than the grand architectural gesture. Universities who want to develop some expertise in XR should start by identifying a teaching problem, brainstorming an experiential solution, and then group-design an XR, most obviously an AR, solution, with their in-house capacity if it exists or in partnership with commercial design outfits (someone like eonreality.com perhaps). You need to tread carefully in this space and take legal advice. However, I would suggest that beyond simply adopting existing 3D visualizations using existing XR technologies, universities would be wise to seek to develop effective learning visualizations in the arts, humanities, and social sciences and license them.

Avoiding hype. If universities are set on creating a virtual presence, there are a range of options. Different platforms offer different capabilities. Decentraland allows people and organizations to buy land and build in a 3D world, with the limitation that it is limited to Windows PC. There is still Second Life of course. Platforms like Spatial.io allow creators to build immersive virtual spaces that can be accessed via a VR headset. It is important that institutional leaders keep their expectations of a Star Trek holodeck in check. These VR platforms require ongoing development in 3D graphics rendering, simultaneous location and mapping (SLAM), sensor advances and integration, raw computational power, and high-speed connectivity. Different facets of technology are developing at different rates. This makes predictions highly problematic.

Access matters. Universities also need to consider the issue of digital equality and access. Even AR technologies delivered on smartphones require a certain level of sophistication in the devices that students possess. Having reliable high-speed communications is essential for an effective immersive experience and to overcome the worst of the motion sickness associated with VR. Download storage capacity and increasingly streaming speeds will be a continuous challenge. We can expect AR glasses and VR headsets to gradually reduce in size and weight in order for them to be worn for sustained periods of time. 

University leadership decisions

Where on the curve will you join?  Leaders need to consider where in the adoption curve they are best positioned. I would suggest they decide on whether they want to be at the cutting edge of immersive VR pilots, seek to excel within a specific research niche in supportive technologies, or sit behind the leading edge and avoid unnecessary risk. I have recommended to my clients they should be exploring AR learning experiences in the short term.

How future-proof is your information technology policy? I would suggest they undertake an annual review of policies and student charters to ensure they are up to date and to inform internal awareness

Where is the benefit for students? Which parts of their curriculum can serve as the testing ground for emergent virtual pedagogies? What is the learning challenge that is being confronted? Is it important enough to pay for the relevant hardware to allow students to engage? What are the actual learning outcomes the effort is designed to enable?

Conclusion

There is a danger of FOMO (fear of missing out) and I understand that. The truth is you are not going to wake up one day and find the rest of the world is living inside Zuckerberg’s Metaverse. Yes, there will be seepage between online gaming communities and commercial networking tools, but I do not believe the majority of humans will want to suspend their real-world experience in favour of full VR immersion.

The reality is that AR has been around for more than a decade in a servable form (I first integrated AR elements into learning materials in 2013), and the fact that it has been slow to spread across the discipline spectrum should tell us that we have the time to make considered decisions. 

If you are looking to review institutional strategies in the light of challenges and opportunities presented by the Metaverse, please feel free to get in touch with spa@sijen.com

Image credit: Generated by DALL-E

Metaverse explained for University Leaders: What is currently possible within the Metaverse? 2/4

I am not selling anything here. That should be self-evident given that my answer to the question “what is currently possible within the Metaverse?” is, not much. I could even suggest nothing, because ‘it’ doesn’t exist yet, certainly in the form it aspires to. What we have instead are partial experiences, glimpses into the promise of what the future holds. In part one of this four-part blog, I explored the definitions of what the Metaverse might be. We don’t have it yet.

Recent press (including this from the NYT), in part the reason for the delay in issuing this second of four short articles, have highlighted how deeply unpopular the concept of an immersive working environment in the Metaverse actually may prove to be. Meta’s own Horizon platform, the immersive environment that is the company’s manifestation of the Metaverse, is proving unpopular even amongst its own employees. Essentially, the Metaverse still remains largely the domain of ‘video games’. There is a serious risk of over-inflating the promise of a virtual reality workspace. Just as 3D films have repeated the cycle of innovation, technology breakthrough, costly implementation, partial deployment, and customer non-engagement, so it looks like the Metaverse risks repeating this trajectory.

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If you are looking to review institutional strategies in the light of challenges and opportunities presented by the Metaverse, please feel free to get in touch with spa@sijen.com

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Nonetheless, we should discuss what is currently accessible for educators. There are a range of AR and VR visualisations that aid learning. These include 3D visualisations of the human body for medical purposes, and of engineering and architectural designs that aid a deeper understanding of structure. The challenge for academics is to confront themselves with the question of whether learning gained through these 3D renditions adds enough value to warrant associated costs. If you were a medical science student before these visualisations were available, are you likely to have learned anything new from these 3D renditions? Are these 3D images necessarily enhanced by viewing them using VR headsets? It might be a ‘nice to have’, but does it warrant the not insignificant investment in staff training and equipment?

What is currently available in the commercial world,  notably in disaster response and security contexts, are a series of hyper-real representations of real-world scenes, as opposed to fantasy worlds, in which skills can be perfected. The most obvious in the public consciousness would be flight simulators on which pilots learn to master new aircraft. Surgeons have also benefited for some years from the VR renditions of difficult procedures that can be rehearsed before opening up a patient. Touching on a humanities field, but still with a foot firmly in the technical realm, the restoration team working on the Notre Dame in Paris collaborates within a VR version of the fire-gutted cathedral, discussing and experimenting with approaches before tackling the real thing. 

There is no doubt that the human brain is clever. Having a 3D visualisation of an object or a scene, displayed on a flat screen, satisfies most cognitive engagements. Is immersion in virtual reality either helpful or necessary?

Graphic design and game design students would undoubtedly benefit from practice suites to be able to design 3D models and game interactives. Saving individual students the cost of investing in the kit that is likely to be constantly upgraded as IT equipment manufacturers attempt to recoup their investments.  However, unless there is a distinct visualisation requirement,  asked of by current or emergent practice within the profession to which university programmes are aligned to, I would suggest there is no need to invest heavily in developing the in-house capacity to create VR experiences. It remains cheaper, not cheap, but cheaper, to employ either a third party, or your own student designers, to create experiences. 

What is less certain is the role that AR will play in the Metaverse. That’s for next time.

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If you are looking to review institutional strategies in the light of challenges and opportunities presented by the Metaverse, please feel free to get in touch with spa@sijen.com

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Metaverse explained for University Leaders:
 A simple guide to the immersive future (1/4)

University Leaders will doubtless come away from the latest round of late summer conferences with ideas about how to seize some real estate in Metaverse. With some caveats, I would suggest it is worthwhile that Universities start thinking now about how to harness the potential.

If you are looking to review institutional strategies in light of the challenges and opportunities presented by the Metaverse, please feel free to get in touch.

In four separate postings I want to outline:

  1. What the Metaverse is and is not.
  2. What is currently possible within the Metaverse
  3. Where are the challenges for universities in journeying into the Metaverse
  4. The opportunities likely to emerge over the next few years within the Metaverse.

What the Metaverse is and is not.

It is not yet here. The Metaverse is conceived as a series of intertwined digital experiences, from the presentation of personalised content based on physical proximity to the fully immersive virtual reality experience. The Metaverse is not a single ‘place’, it is rather an experience. It is envisaged as being an experience in which you, the individual, spend time between the virtual world and your flesh-and-blood existence.

Definitions are as varied as they are numerous as the label ‘Metaverse’ has some commercial cachet. Existing technologies, immersive gaming and virtual worlds have adopted the label of Metaverse. Even some commercial teleconferencing companies have chosen to use the label to describe their all-walls solutions.

Whilst several technologies play a part in building the Metaverse, including headsets, graphics platforms, blockchain encryption and so on, these individual technologies do not in themselves represent the Metaverse (Gillis, 2022). They are all pieces. They are yet to come together as a complete pattern. We are some years away from sufficiently integrated experiences that would warrant the label of Metaverse. The two experiences underpinned by this array of technologies are Augmented Reality (AR) and Virtual Reality (VR), both covered by the term Extended Reality (XR). AR could be defined as overlaying elements of digital representations on top of what we experience in the real world. AR is largely synonymous with Multiple Realities (MR). VR could be defined as the creation of immersive alternate reality. Big Think has a more detailed series of definitions (see here)

Definitions

Most commercial definitions of the Metaverse emphasise the connectivity between different digital experiences. They recognise already that no one wants to have to create multiple digital selves to participate in different experiences. How commercial realities will affect this aspiration is uncertain. Anyone who has signed up for multiple streaming services, Netflix, Amazon Prime, Apple TV, etc, will tell you, it can be frustrating.

My working definition for Vice-Chancellors of the Metaverse is:

A series of experiences of augmented reality (AR) and virtual reality (VR), grouped under the banner of extended reality (XR) facilitated by technologies (headsets, touch-sensitive haptic clothing, etc). Participation in the Metaverse allows individuals to create a digital version of themselves (digital-twin) and immerse themselves ‘inside’ the internet, as a representation of the digital world.

A shorter version is:

Metaverse is the intertwining of increasingly immersive digital spaces, experienced through XR technologies by you as your digital twin.

Implications

What this will look like in practice is open to question. At one extreme, a favourite film plot for the dystopia, individuals will spend most of their time ‘plugged in’ to a virtual ‘Matrix’, experiencing less and less human contact. More positive perceptions suggest a reality where working at home does not mean you cannot participate in person at a stand-up. Simply pop on the virtual reality headset and hyper-real representations of your team members appear in the space chosen for the meeting. Wearing a touch-sensitive technology suit (a haptic suit) would mean you can shake the hands of a new member and feel the pressure of their handshake. In its most utopian representation, it could be equated to the holodeck from the Star Trek franchise, a fully immersive hyper-real experience.

It is worth remembering that the concept of the Metaverse is not a new one. It has been around for at least 30 years. The term Metaverse is frequently attributed Neal Stephenson, in his 1992 cyberpunk novel Snow Crash (1992). Star Trek’s own holodeck television representation began in 1988. Its conceptualisation within education was explored in 1995 when John Tiffin and Lalita Rajasingham described virtual learning experiences that were fully immersive in their work In Search of the Virtual Class (1995). An inspiring read, all the more so because it is now 26 years old.

The challenge for university leadership is to know whether to invest and get ahead of the wave, uncertain as to the regulatory frameworks that are likely to be imposed, lack of clarity about the implications for personal privacy, and doubt as to which of the big players will set the technological standards that will allow for interoperability.

In summary

The Metaverse IS coming, will be complex, untidy, multispeed, digitally divisive, and fragmented in its realisation and implementation. The Metaverse IS NOT a product or service you can buy for your students.

Next time: What is currently possible within the Metaverse

If you are looking to review institutional strategies in light of the challenges and opportunities presented by the Metaverse, please feel free to get in touch.

Gillis, M. (2022, August). Emerging Technologies Ushering the Life Sciences Industry into the Metaverse, according to Accenture Report [August 2022]. Newsroom Accenture. https://newsroom.accenture.com/news/emerging-technologies-ushering-the-life-sciences-industry-into-the-metaverse-according-to-accenture-report.htm
Stephenson, N. (1992). Snow crash (Reissued). Penguin Books.
Tiffin, J., & Rajasingham, L. (1995). In search of the virtual class: Education in an information society. Routledge.

Strategic Directions in Higher, Vocational and Professional Education: Student Profiles

This article is one in a series of reflections on strategic directions in higher, vocational and professional education. It is written with an audience of senior managers in learning organisations in mind. It is part one of eight. Each section has proposed actions for senior managers to consider.

The Challenge

Institutions operate in increasingly competitive environments. Funding is a challenge. Identifying and recruiting students, the right ‘kind of students’, is also a challenge. Even if you operate in an open educational context with barriers to access being largely absent you still need to ensure that students self-select the right programme of study, at the right time and that they are prepared, with whatever support required, to be successful.

The meta-view, including national agendas for widening participating, increasing transnational education and student mobility, as well as rapidly emerging disciplines and their associated unforeseen employment opportunities, all compound the challenge.

Who are your programmes designed for? This is not as straightforward a question as it first appears. The minimal ‘market research’ into new programmes carried out by many providers, whether by means of listening to international recruitment agents or industry leaders, risks producing ill-fitted programmes frequently in a rush to market. Sometimes running pilots, floating a balloon, tweaking an existing programme, even sometimes just changing the title on an existing programme, all can lead to the ‘wrong’ students embarking on your programmes. The number of programmes that are designed but never launch, or launch and under-recruit, is sizable.

Strategic Implications

The strategic implications of designing learning with learners in mind are profound. Not only is it important to ensure that the learning is designed to fit student needs and aspirations, but they must also reflect the nature of the institution, the professions they work with and prepare graduates to serve and to the societal service that any given institution claims to address.

A strategic approach to this student profiling;

  1. determines the ‘fit’ of the student to the programme ensures retention and progression
  2. predetermines learner support needs, and allows institutions to cost programmes accordingly
  3. acknowledges and develops unique cultures of learning, not least to account for governmental expectations
  4. aligns student participation with programme needs to fulfil institutional strategy, ethos and purpose.

At the heart of any learner’s experience is their programme of study. Regardless of whether this is articulated as a curriculum, syllabus, programme, course or module outline, and whether it is strictly regulated and deemed formal or more loosely defined as non-formal education; the educational design is at the core of every learner’s experience. Great marketing and recruitment processes attract learners and excellent support services work to retain students, but it is the relevance and efficacy of learners engagement with their programme is what matters most.

Profiling Students

There are two levels of profiling students. The first is the individual’s epistemological framework (prior assumptions about the nature of knowledge) and the second is their, often unconscious, orientations to learning, their cultural, educational, circumstantial and dispositional influences. The first could be regarded as a higher, more abstract, perspective. The second more practical and easier to grasp. Both are important. The illustration at the top of this article, and reproduced again here,  represents an aide memoir for design groups and strategists to reflect on.

Strategic leaders need to pay attention to the orientation of the incoming students. The outer circle reflects the work that emerged from the POISE project (Atkinson 2014). The inner circle is an illustration of the work by Thomas and May (2010) in establishing the basis for developing inclusive learning approaches. Despite the fact that this work might originate from a desire to better integrate international students with domestic students and to recognise diversity and equality in teaching, it manifests itself as a very useful framework to allow tutors and students themselves to assess their own influences.

POISE Framework

The POISE Framework is an attempt to identify the epistemological assumptions of students, and their faculty, by exploring five facets of learning, the first letters of which stand for POISE: Pace, Ownership, Innateness, Simplicity and Exactness. In its most simplified form, it can be seen as the representation of five beliefs about knowledge represented as binary opposites.

This resulted in the following matrix.

Pneumonic Binary concept Belief statements (after (Schommer, 1990)) Scholarship roots
Pace Quick or not at all Learning is quick or not all (Quick Learning) (Schoenfeld, 1983)
Ownership Authority or Reason Knowledge is handed down by authority (Omniscient Authority) (Perry, 1968)
Innateness Innate or Acquired The ability to learn is innate rather than acquired (Innate Ability) (Dweck & Leggett, 1988)
Simplicity Simple or Complex Knowledge is simple rather than complex (Simple Knowledge) (Perry, 1968)
Exactness Certain or Tentative Knowledge is certain rather than tentative (Certain Knowledge) (Perry, 1968)

The notion of binaries presents an opportunity to engage in a ‘dialogue about beliefs’. It is appropriate to establish the beliefs about learning that underpin a student’s (or faculty member’s) approach to learning and teaching, rather than to identify a ‘problem’ and tackle it with an intervention in isolation.

For example, a challenge in many western universities is that students are not fully aware, or in tune with, the institution’s guidance on plagiarism. It would be useful to introduce this dimension of academic practice by first exploring the question of whether knowledge is based on authority or reason. Without a fundamental understanding that the western academic tradition expects students to develop their own reasoning skills, and to acknowledge pre-existing authority in a particular way, one cannot effectively explore the detailed nature of academic referencing, citations and intellectual ownership.

The online POISE resource articulates this using five questions to explore each binary element. These could be woven into class tutorials, set as introductory work for debate or implemented in a learning support setting. Personally, I would prefer to see them integrated into students initial study as part of orientation work. Questioning one’s assumptions is the basis for fresh learning.

Binary concept POISE Questions
Pace Quick or not at all Is hard work enough?
Ownership Authority or Reason Who has the answers?
Innateness Innate or Acquired Who is responsible for my learning?
Simplicity Simple or Complex Is there a simple answer?
Exactness Certain or Tentative Is there always a right answer?

Any airing of such deliberations at the beginning of any learning process, and revisiting them periodically, serves to properly orientate the learner.

ACTIONS: POISE

Review your policies for pre-enrolment engagement, recruitment and on-boarding of students. Consider sharing a contextualised version of the POISE questions with your students. Design a customised self-diagnostic tool that all incoming students complete that reflects back to them in the feedback how your institution values knowledge against each of these five questions. This will cause potential students to reflect on their expectations and relationship with the meaning-making process.

Once students have been enrolled you might review your pastoral and tutorial support. You may find it helpful to establish small-group seminars or one-to-one tutorials and work through each of the five questions in a non-judgemental context. In doing so teaching staff come to understand the degree of homogeneity within a cohort and also, in some cases, to contrast the approaches of their students to their own.

Framework for Inclusion

The second epistemological dimension of the student, before and after enrollment, that requires some attention falls under different names. It will appear in reference to an institution’s equality and diversity agenda, widening participation or inclusion strategies. In some countries, these are mandated by funders, in others, they are less formally expressed but are usually present in any growth and recruitment strategy.

Much of tertiary education globally is seeing its student population becoming ever more diverse, and disparate with increasing part-time, distance provision growing.  We know that different groups of students have different rates of success, measured by retention, completion and attainment. It is critical institutions either declare their focus (where they are expressly exclusive: male only, Catholic only, etc)  or risk disadvantaging specific groups of students.

Working in a way that advocates equality, diversity and inclusion (EDI) universally enhance the learning experience of all students. So we can use the matrix define by Taylor and May (2010) to not only value the contribution of students regardless of their backgrounds and appreciate, in an active sense, the contributions individuals bring from different value systems, enriching the experience of everyone, we can also use it to assess the ‘fit’ of students to programme.

ORIENTATIONS INFLUENCES
Dispositional Identity; self-esteem; confidence; motivation; aspirations; expectations; preferences; attitudes; assumptions; beliefs; emotional intelligence; maturity; learning styles; perspectives; interests; self-awareness; gender; sexuality.
Educational Level/type of entry qualifications; skills; ability; knowledge; previous educational experience; life and work experience; learning approaches.
Circumstantial Age; disability; paid/voluntary employment; caring responsibilities; geographical location; access to IT and transport services; flexibility; time available; entitlements; financial background and means; marital status.
Cultural Language; values; cultural capital; religion and belief; country of origin/residence; ethnicity/race; social background

All of these factors will express themselves in the values, attitudes and orientations to learning amongst your student population. Giving an early opportunity for individuals to express their views, without judgement, as to how meaning is made, how knowledge is acquired, curated and exchanged. A supportive dialogue about a student’s relationship with knowledge allows the student to identify how they may need to adjust their own approaches to learning. Although I do not recognise the constructs referred to as ‘learning styles’, I do believe there are important orientations to learning that are contextually and culturally specific and are acquired as language is from infancy.

ACTIONS: INCLUSION

Faculty and learning support staff: the four things institutions can do are to make sure that all faculty and learning support staff are equipped with the skills to anticipate their diverse students’ needs, to reflect on their own orientations, to encourage learning designers to build flexible approaches to learning to accommodate difference and to do so in collaboration with students themselves. This means valuing the professional development of your faculty and learning support staff.

Be Upfront: the strategic advantages of not delegating these concerns to the back-end student support service and bringing them right up front in your pre-enrolment and onboarding activities with students are that you are much more likely to create a community in which each individual brings their real self to the community and is valued for their unique contribution. Institutions may want to have anonymous discussion boards that allow prospective students to share their readiness to learn.

Reflect on Materials: Students will always connect more effectively with learning materials that are relevant to them. Materials can be alienating for learners. Cultural references or unfamiliar contexts can slow the learning process. You need to ensure your materials are easily ‘translatable’ from one cultural context to another. Instruct your materials design teams to adopt an inclusive matrix as a  quality enhancement mechanism.

How should institutions respond?

There are three possible strategic responses to this challenge.
Ignore it. We continue to design courses that fit into our educational structures and work harder at selling them to students in general.
Accommodate it. We attempt to incorporate some of the principles suggested here, perhaps implementing a version of POISE questions in our tutorial support structures, establishing an orientation questionnaire based on the four dimensions of the learner’s context, and possibly implementing some diagnostic assessment at the beginning of each course or module.
Embrace it. Design orientation questionnaires and data capturing processes that inform the discussion between the student and their institution. Explore options for student-defined learning outcomes and assessment models, implement real-world, in-place, situated, flexible learning options, micro-credit accumulation frameworks leading to awards, and begin to redefine our institutions as enablers and validators of learning rather than curators of knowledge.

There is an old adage about a container ship leaving Tokyo and being just one degree out on its course heading to San Francisco and missing the United States completely. I have not checked the geography but the implications are clear. Pointing students in the right direction is our first strategic challenge.

Consultancy support is available institutions that feel they would benefit from an external review of their strategies, policies and practices. See Consultancy pages.

References

Atkinson, S. P. (2014) Rethinking personal tutoring systems: the need to build on a foundation of epistemological beliefs. BPP University Working Papers. London: BPP University.

Dweck, C. S., & Leggett, E. L. (1988). A social-cognitive approach to motivation and personality. Psychological Review, 95(2), 256–273.

Perry, W. G. (1968). Patterns of Development in Thought and Values of Students in a Liberal Arts College: A Validation of a Scheme. Final Report. Office of Education (DHEW), Washington, DC. Bureau of Research.

Schoenfeld, A. H. (1983). Beyond the Purely Cognitive: Belief Systems, Social Cognitions, and Metacognitions As Driving Forces in Intellectual Performance*. Cognitive Science, 7(4), 329–363.

Schommer, M. (1990). Effects of beliefs about the nature of knowledge on comprehension. Journal of Educational Psychology, 82(3), 498–504.

Thomas, L., & May, H. (2010). Inclusive learning and teaching in higher education (p. 72). York: Higher Education Academy. Retrieved from http://www.heacademy.ac.uk/system/files/inclusivelearningandteaching_finalreport.pdf

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