Experiential Learning across Australia

Experiential Learning across Australia

In this conversation from the Melbourne EdTech Summit 2020, Beau Lesse of Practera and Dr. Dino Willox from the University of Queensland dive deep on experiential learning, its success at the University of Queensland, and its future in the landscape of work and education.

Beau Lesse, CEO and Co-Founder of Practera, interviews Dr. Dino Willox from the University of Queensland on their role as Director of Student Employability at Queensland University, the advantage of Experiential Learning over traditional learning models, and some examples of success in Experiential Learning.

Highlights of their conversation and a full transcript follow below:

The value of Experiential Learning

Experiential Learning is a valuable learning method by which students prepare themselves for the workforce during their degree program. Above and beyond having a degree and good marks in school, practical work experience on a graduate’s CV can set them apart from other applicants. Dr. Willox explains that:

  • Experiential Learning gives lived value to the knowledge learned in the classroom.
  • Skills are what you can do now. Capabilities are what you have the potential to do. Skills and capabilities are linked through Experiential Learning.
  • Experiential Learning creates the mindset that there is value in everything that you do, whether curricular, co-curricular, or extra-curricular, and establishes the link between that value and the workplace.
“I think the lazy equation of a degree to being employable is no longer the case. A degree is necessary, but not sufficient. It only tells you that you have the book knowledge to be able to work.”
Dino Willox, University of Queensland
EduGrowth Cross Border Partnerships to Drive Outcomes - Warwick Freeland featured image

Changes in education

As technology and society move forward, so does the world of education. Catalyzed not only by the COVID-19 pandemic, but also by EdTech innovation and the global reach of modern universities, old modes of higher ed are giving way to new ones.

  • “That’s how we’ve always done it.” is an unproductive reason for doing any task and the methods in question should be reevaluated anytime such a mindset surfaces.
  • In the current fast-paced workplace, book learning isn’t always reliable or applicable. Be willing to adapt based on developing circumstances.
  • There is no one-size-fits-all approach to education, and especially not to Experiential Learning. Informed by data gathered with EdTech solutions, Experiential Learning is developing to fit each individual student’s needs.
“Experiential Learning is about recognizing that learning is not just theoretical. It’s not just the nuts and bolts of the maths, or the actual knowledge piece in terms of what I know. It’s about what I’ve done, and how that doing has actually developed my understanding of what I’m capable of.”
Dino Willox, University of Queensland

Rising workforce requirements

As the world progresses, so do education and industry. Dr. Willox explores how the workforce of the future will need to prepare themselves to keep pace with rising job requirements and more capable competition.

  • In the recent past only 10% of people in modern nations held a university education. Now that figure is closer to 40%, meaning more than a degree is necessary to distinguish oneself.
  • From the workforce standpoint, top grades mean much less than experience. To make yourself employable, seek practical work or apprenticeship experiences.
  • COVID has demonstrated that adaptability and the capacity to continue learning and growing as an individual is an indispensable attribute in the modern workforce.
“I can get shot for saying this, but in my experience in talking to my colleagues in industry, the top grades don’t mean anything. You’ve got to be able to demonstrate your value.”
Dino Willox, University of Queensland
EduGrowth Cross Border Partnerships to Drive Outcomes - Ravneet Pawha speaking

EdTech’s role in Experiential Learning and the workforce

Dr. Willox explains EdTech’s potential position in the changes that workforce and higher ed are undergoing:

  • EdTech is poised to play a crucial role in the expansion of Experiential Learning by making available more opportunities online than would be available otherwise.
  • More access to Experiential Learning through EdTech helps to advance the human race by spreading education.
  • One of EdTech’s biggest hurdles, however, is in connecting effectively with universities. Accessing industry insiders like Dr. Willox can expedite the process because they can connect you to the right people in the industry.

As Experiential Learning and EdTech are both fairly new pieces of the overall education puzzle, their full potential is not yet fully realised. One of EdTech’s greatest advantages may be to inform how well Experiential Learning is playing out and how it can be improved.

“EdTech can play a really important role there to be able to capture and passively harvest data that can give us better information about what’s working and what’s not.”
Dino Willox, University of Queensland

Full Transcript

David:

Let’s move to our next session where we can take the conversation about Experiential Learning from the global context where we have Northeasteastern, and we can start to put it within the Australian context and focus on the innovation that’s being driven here.

I’m going to begin by introducing Beau Lesse. He has a passion for dealing skills, innovation, and collaboration across sectors to deliver positive outcomes. He is Co-Founder and Co-CEO of Practera, a fast-growing Experiential Learning technology company helping people build real-world skills needed for the jobs of tomorrow. I’ll hand you over to Beau.

Beau:

Thanks so much, David. I’m really excited to be discussing this theme and topic which is very close to our heart at Practera. It really does follow on from the discussion that’s been had this morning, which has been really inspiring, initiated by Michael from Faethm, who finished up by talking about the need to bridge the gap to educating more systematic human skills for the jobs of tomorrow. It was great to hear from Kenneth Anderson talking about Experiential Learning at the core of the university experience from the Northeastern University perspective in the US.

I’m delighted to be joined by Dino Willox. Dino is a key thought leader of this theme in Australian higher education. They are the Director of Student Employability at the University of Queensland. Dino’s work spans professional, academic, and the extracurricular spaces, and they take a multi-dimensional approach to embedding employability across the university. Dino is also, in their spare time, Chair of the Employability Group and member of the Student Experience and Global Mobility Groups for U21, a global network of research intensive universities. So welcome, Dino.

Dino:

Hello. I am not in my living room as you may be able to gather. I’m currently in a space that is being prepped for the team to come back in. Half of our team are on campus and the other half are coming back in, and we’re hopefully going to be in here working with students on campus very shortly.

Beau:

Fantastic. I’m definitely in my living room. Dino, just to kick off, I wonder if you wouldn’t mind telling us a little bit about your background and how you’ve come to this wonderful role.

Dino

I originally began life in the UK, as you may be able to tell from my accent. But I actually grew up in Hong Kong, and then I worked in Wales in the UK, and Scotland, before coming to Australia. So I’ve moved around a bit, which gives you a perspective on what you learn through those global experiences, in those global places, and spaces, and different ways of thinking and being, and that certainly drove my understanding of how learning works, and I’m really passionate about education, holistically and specifically about increasing access to education for people who might not necessarily have thought of higher education, further education, or pushing themselves and challenging themselves. For me, it is about trying to make people aware of the holistic nature of education and the fact that development and Experiential Learning is really, not only difficult, but it is accessible and it is something that everybody actually already does, they just might not be aware of it.

That’s a little bit about me, and I suppose in terms of how I came to be here, Director of Student Employability. As I say to people, you can only really trace any kind of career progression backwards, and I can make links back to what I did. But, pretty much, every one of my decisions in terms of where I wanted to work next was based on where I physically wanted to live.

Beau:

Fantastic. Thank you. We’re talking about Experiential Learning, a topic I know you’re very passionate about. Could you help us understand what we mean by Experiential Learning? What is Experiential Learning? I’ll borrow one of the questions from the previous thread. Is it simply a weasel term for avoiding talking about jobs?

Dino:

I think the comment from the earlier thing was about whether employability was a weasel term, which we can come back to, and the link or not, potentially between employability and jobs is something we can definitely talk about. Experiential Learning is about recognizing that learning is not just theoretical. It’s not just the nuts and bolts of the maths, or the actual knowledge piece in terms of what I know. It’s about what I’ve done, and how that doing has actually developed my understanding of what I’m capable of, and what I’m capable of doing in the future. It’s also about recognizing the breadth and depth of the places and spaces from which you can learn.

So when I talk about lived experience, as well as Experiential Learning, lived experience is a term that’s very often used within the disability sector in terms of the experience that you have had, determining what you are capable of doing and able to do within a context, and Experiential Learning is about saying your experience, your enactment of that experience, your lived experience, has value. What you need to be able to do is reflect on that experience and be able to identify the value, and unlock it, and be able to then articulate it in a different space, and place.

A lot of times people talk about employability skills. Now a skill is like, you can do this thing now. A capability is something that you have the potential to be able to do. And Experiential Learning really makes the link between those two things. You might have experience of a skill, that you have learned how to do a thing, but when you reflect on that experience, and you actually think through the value of that experience, you then are able to develop more from that, develop more capabilities, to develop more future potential. That’s what it is for me as Experiential Learning, and just as an example in terms of that holistic nature. I spent 12 years as an international hockey umpire, and it’s from those experiences in particular that I learned about resilience, about management, about self-discipline, about leadership, and really about communicating in high pressure environments very quickly, and very often in a language that was not shared. The Experiential Learning that I gained from being an international hockey umpire allowed me to become a better leader in a work environment, and I couldn’t have got that from a textbook. I think that’s the difference.

I studied philosophy, and that was great fun, and I loved it, and I know that you loved it too, not my studies but yours, and that definitely developed in me critical thinking capabilities that I definitely use now. But that’s only part of the process. That critical thinking has to be applied in a place and a space, and those places and spaces that you learn how to enact that knowledge is different, and so for me Experiential Learning is, number one, about thinking about things holistically. Number two, about recognizing there is value in all experiences that you have, whether they are curricular, co-curricular, or extracurricular, but you have to be able to unlock that value and be able to identify it. Unlock it and articulate it so it’s part of a process for me.

Beau:

And why is this from an adult learning perspective, why is this a distinctive type of learning that’s different from classroom teaching? Could you unpack that for us?

Dino:

This is just my opinion. I’m not an educational leader. I was very pleased that you could be a thought leader. That’s delightful. But educationally if you think about, as you’re learning through school, you get told things. It’s a very didactic process. You are told things, you learn things, you regurgitate them, you go, “I’ve learned the knowledge. I’ve learned the thing.” When you’re thinking in an adult learning space, really it’s about saying, “How has your experience and the things that you have done, and seen, and the places and spaces where you have applied that knowledge, how has that been different? How has that changed?” And so it becomes more of a kind of adult learning space because you are at the same level. It’s not a didactic learner and teacher process. It’s more of a self-reflective, holistic, engaged process, which is more difficult, really, because you’re not just saying I have one answer. You’re saying, “I’ve had this experience and therefore I need to think through what does that mean.” and actually translate that into different places and spaces. Does that answer the question? I’m not sure it does.

Beau:

It certainly does. And there’s only, of course, one answer. So thank you for that opinion. Why do you think this type of learning is becoming more important?

Dino:

The world of work is changing. It has always changed and it is always changing, but especially with advances in Artificial Intelligence, and Machine Learning, and Robotics, and the way that things are changing, you can’t just learn a thing and that’s the thing that you do. Learning a skill and going, “That’s the thing that I do.” It’s not really viable anymore. I’m not ever sure that it was viable because, really, you should be thinking innovatively and creatively all the time, but especially now with things moving so fast. As we’ve seen with COVID, the need to change what you do and how you do it is so important now. It’s imperative, and actually one of the best ways of being able to do that is to have had an experience that challenges you, and challenges your way of thinking about how things happen and how things must.

I remember in every organization I’ve worked in, when I’ve gone into a team, they’ve always said, “Well, that’s how we’ve always done it.” and I used to ban that phrase because you can’t ever say, “Well, that’s how we’ve always done it so that’s how we’re going to do it.” because that’s kind of the definition of stupidity. That sounds terrible, but I think it was Einstein who said that. Anyhow, the point for me is that things are changing all the time and your experience will inform what you do next. You have to not say that the book tells me this or the manual tells me this. You have to say, “I’ve got that bit of knowledge. Now I’ll apply it here, and in this experience this did or didn’t work, and so I’m going to change it.” So it’s that necessary flexibility, that necessary response to situations, that necessary self-reflection, that actually is core. Experiential only teaches you that, and that then becomes limitless.

Beau:

Moving on to the Australian university context and your role, which is to embed this type of learning, how do Australian universities engage students and external partners, particularly employers in Experiential Learning?

Dino:

The starting point is there’s not one-size-fits-all. Every university, every region, and every industry has a different demographic, a different kind of configuration. The starting point is that it’s not one-size-fits-all. You also have to think that there’s a core element there. So how do we embed that core element, and how do we embed that self-reflection, and the recognition of a holistic approach to education? In UQ we have six faculties in one university, and we’re catering for about 53,000 students, and now we’re catering for them almost exclusively virtually at the moment. We’re coming back onto campus and we’re doing some things virtually, some things face to face, so in all of that you’ve got to think, “How do we get an essence of self-reflection and learning as the core?”

We have a framework that we can talk about another time and that’s not that exciting. I think it’s exciting, but in terms of the examples of how we get people to do that, it’s within the curriculum. So there will be academics who are saying, “Okay, I’m gonna give you some information and some ideas, and I’m gonna get you to work on a project, and I want your feedback on how that project worked.” They can do that in partnership with industry, and we actually work very closely with Practera. We actually had the student success program that we ran this year completely virtually. We ran this for international students who were coming into semester one. So, again, they were still in China. They were still in India. They were still in the UK. They were still in Canada. We were able to engage them in virtual internships through Practera that allowed them to get a sample of what it would be like to put this in the real world.

It’s about really giving them some knowledge, some theory, and going, “Here’s a way of doing it practically.” And within UQ we have a number of different options that are run centrally. There are a number that are run within faculties as well, but we have a summer and winter research program that allows students to try out research. It’s almost like a research internship, so they can work with all of our researchers who are doing amazing things at the moment. Absolutely amazing.

And we have student-staff partnerships where we get students and staff together to go, “Okay, what’s up? What’s an issue that we’ve got, and how do we find a solution to this?” So again, it’s embedding that Experiential Learning at the core and saying, “Let’s bring everyone together virtually, and how do we actually work on this issue.” We’ve got community engagement programs that are run out of one of the faculties. The Business, Economics, and Law faculty we have mentoring across the university. It’s an experience from which students can learn, and we frame those things that, at the start, we say, “Here’s what you can do. This is the thing that you’re going to do.” And we then bookend it by saying, “Okay, what did you learn through that? How did you find value in that?” And we obviously have a massive suite of entrepreneurial opportunities. Ventures allows people to try out, “What’s the ideation process and how do you articulate that into a business context?” and, “How do you get some connections with the entrepreneurial ecosystem that will help you take that forward?” It’s all about taking part, and having a go, and seeing how that works, and allowing people within a safe environment to fail.

If you think about entrepreneurship, they reckon that there are seven failed businesses before your one succeeds. I’m sure Practera is your eighth or ninth. This is very successful, of course. Not, “Well, you’re doing very well.” But, again, the other thing that we do is we provide something that pulls all these things together. We have the employability award, which basically says, “Okay, we’ll look at all of your learning, curricular, extracurricular, co-curricular, and we’ll help you bring that together and identify the value that all of that has had for you, and enable you to really think through that, and articulate it so that that provides a kind of a catch-all for all students.” It’s very simple and very accessible, but it allows people to personalie their learning and say, “This is what I did, and this is what I learned from that.” That’s what we do. It’s not a one-size-fits-all, and even within UQ it’s not one-size-fits-all. We can’t do that.

You will work with partners that you have common interests in, and we have research partners as well as partners that we work with for work integrated learning, a whole range of engagements, and we have a menu of ways that we can engage with industry because there’s so many different ways, and I think we’re going to pick up on the complexities of that later.

Beau:

Indeed, and you’ve got the challenge of organizing this diverse array of Experiential Learning programs in a structured and systematic way for 53,000 students. It’s really interesting to get an insight into how that looks when you’re looking institution-wide rather than program by program. Given that, how do you see the priority and importance, Dino, of Experiential Learning and these types of programs changing for Australian universities? How has it changed over recent years? What’s the zeitgeist now, and how does this look for you into the future?

Dino:

It’s interesting as well, coming from the UK. I worked in the Welsh education sector, which is different to the Scottish education sector. Very different approaches. I preface that by saying that this is just my experience, but my experience in Australia is that there was an assumption that Experiential Learning kind of just happened or it wasn’t necessary because as long as you had the book learning you were okay. This comes back to the idea of globalization of higher education. It used to be only 10% of the population that went to university. Now it’s 40% or more, so book learning is no longer sufficient. We now recognise that.

From my experience previously, I recognised that all the way through my studies I was first in my family to go to university. I worked whilst I was studying. I was involved in student politics. I was involved in sport, all of this stuff, and I recognised the learning from all of that. Some of my peers around me were like, “If I get the top grades then I’m gonna be set.” and certainly the top grades, I can get shot for saying this, but my experience in talking to my colleagues in industry, the top grades don’t mean anything. You’ve got to be able to demonstrate your value, and that really means saying, “I’ve had this experience, and I’ve learned from it, and so I can come to you with that Experiential Learning, with that book knowledge, and with that theory, and with that understanding of how things work. But I can apply it, and here’s an example of how I applied it in a different place or space.”

So it is now explicit that people need to be able to do that, and I think the lazy equation of a degree to being employable is no longer the case. I’m personally very pleased about that. A degree is the way that I phrase it. A degree is necessary, but not sufficient. It tells you that you have the book knowledge to be able to work. Say you’re going to work in Bridge Engineering. You know how to make a bridge that won’t fall down, but you’ve got to have worked in a multi-disciplinary team who are collaborating across countries, and borders, and you’ve got to be able to demonstrate that you know how to do that. So if you don’t have the Experiential Learning, how do you demonstrate to the employer that you can do that? That’s the thinking. That’s why it’s critical, and I do think that there is a need to push back the veil about the difference between education and getting a job.

I did make a note of the point that you said earlier. Somebody had said, “Is employability a weasel metric that avoids accountability for the tangible outcome of graduate employment?” That was the question, which I think is a brilliant question, because my question back to that is, “Well, who is actually accountable for employment? Who is accountable for graduate employment?” because, actually, what’s happened this year is the job market is massively disrupted, and so is the university’s role. It’s a bit like saying, “Who is responsible for the economy?” We all are, and we all play a role, and we all have a part to play in that. But you can’t say, “Well, universities are responsible for employment.” On their own they are responsible for educating people, and they’re responsible for enabling people to understand that employability is the ability to be employed, the ability to add value, the ability to transfer value into a different place or space. That’s about an ability, but a job doesn’t necessarily determine your ability or demonstrate your ability.

I have worked with people in the past who have jobs but I do not understand how they got that. They’re not employable. How did they get that job? I also know people who are eminently employable, but the job’s just not there. There’s a lot of those people around at the moment, so we need to decouple this idea of ability from job. We need to decouple this idea of education equals job. And we need to actually talk realistically about how we all contribute to the economy, and to the furtherance of the community, and how these things are intertwined. But again, that doesn’t give you a nice easy KPI and a number, and that’s what a lot of people would like.

Beau:

It’s very resonant with one of the comments in the thread. It is not just about learning by doing. It’s not a passive learning thing. It’s about the reflection on that experience. It’s about transformed action following learning about new capability. It’s about new accountability for the learner as well, to new capabilities and skills.

What do you see as the drivers and needs for technology in this space to achieve this aspiration of universities to deliver this type of education more systematically? Where are the key issues and opportunities for EdTech?

Dino:

Straightaway I’m thinking that we’ve got to be flexible and adaptable. But in the EdTech space, all of that stuff is happening. One of the thoughts that I did have was that decisions need to be data driven. They need to be based on evidence, and information, and actually EdTech can play a really important role there to be able to capture and passively harvest data that can give us better information about what’s working and what’s not. One of the things that I often struggle with in large organizations like QU is that you have multiple systems that don’t necessarily talk to each other, and cutting through that, and getting to the information that will help you make sensible, good, and impactful decisions is something really important. I also think that, as a notion, EdTech being able to enable and make accessible learning, is something that really needs to be at the core of a university. The whole point, for me, of education is that it is the way out of poverty. It is the way to improve society. So if we only allow a certain limited number of people to access that, we’re limiting society. We’re limiting what we can do as a species. So EdTech has a really important role to play in making education accessible and providing data that can push us towards greater innovations and greater creativity.

In things like short film credentials and badging where EdTech is saying, “Well, we don’t just want a degree certificate.” that doesn’t really tell us everything we need to actually understand what you’ve been able to do, and show us things in more flexible, agile, and real-time spaces. I think that’s really where EdTech has an important role to play for me.

Beau:

It’s wonderful to think in those terms. As an EdTech community, we’re all about the future of human potential. We’re all about the future of unlocking and democratizing access to these types of opportunities. So it’s wonderful to be on that journey together. And with that spirit, what do EdTech companies, some of which are in our audience, need to consider from your perspective in working with universities on these areas in Experiential Learning and employability?

Dino:

The single most difficult thing from an EdTech perspective is who the hell do you talk to in the university. We are a massive institution where I said 53,000 students and six faculties, five research institutes. We’re across different campuses. The most difficult thing is getting to the right person to talk to, and what we try and do at UQ is… So I’ve got the title of Director of Student Employability. I get the most random inquiries, which is fabulous, because I get them and go, “Okay, what do you want to do?” and, “How do you want to do it?” and, “Who do I need to get you in contact with?” and I spend most of my time connecting people across the institution.

Every institution is different, getting to the right person, at the right time, with the right pitch, and the right product is incredibly difficult. That’s why the relationship that you and I have developed over time means that I can connect you with people and you can also connect me with people, and those networks are invaluable. From an EdTech perspective, anybody out there who goes, “I’m trying to get connected with somebody in any institution. If you want to give me a call, I can probably put you in touch with somebody.” We are not in competition with each other, as far as I’m concerned. Education is a social and moral good, and I want to get as many people into education as possible. I will do everything I can to do that, and the networks that I have around universities I am happy to give over to EdTech to get this to move forward. If we start being competitive in this space, and I know this might sound weird because obviously you’re a company and you’ve got to make money. I work for a university. I just want to educate people, and I know you feel that too, and there’s a tension for me there. But who is the right person in the organization for what you want to achieve, and how do you pitch that, and how did the decision making structures work in that institution? That’s the most complicated thing.

Beau:

Thanks Dino. I’m just going to pick a couple of questions from the thread. Could you please give an example of how to effectively incorporate self-reflection into a specific program? So it’s really zeroing in on a specific program and a specific example, and as part of that as well, as a second question, you know, augmented learning being part of Experiential Learning, the types of assessments and rubrics to assess this learning holistically.

Dina:

I’ll use the example of the employability award only because it’s the one that I know best. When you talk about a program, it could be an extracurricular program, but you can do this within a curriculum. What we do with the employability award is, you have to do 100 hours of work experience, 100 hours of volunteering, and five other things. Those things can be anything, but for each of those seven, each of those seven things, you have to submit a self-reflection through the system that we use. That self-reflection requires you to go through a particular process, which is the SEAL process, which we use at UQ, which is, “situation, effect, action, and learning.”

Long story, not one for today, but you have to do that. We require people to do that self-reflection seven times, and as most educators will know, if you do something seven times, by that seventh time you’ve kind of got it. Then say I would like to apply for the award. We have an assessment piece at the end, which basically says, “Okay, bring that together, all of those seven reflections, and the education that you’ve had through your curriculum, and talk to us about what your value base is, what your value is as a human, how you’re going to articulate that value to somebody else, and how you might transfer it.” So we actually go through a series of self-reflections to get them to understand that, and then we assess that self-reflection.

The question was about rubrics, self-reflection rubrics, and I can give you other examples from curriculum as well. We work with a lot of our academic partners here at UQ, and we have courses and programs that actually have that embedded. So if there is somebody who would like to have a look at some of those rubrics, I can probably provide that for them. But that’s what we do in the employability award. It is about doing and trying again, and trying again, and trying again, and then hopefully they have got it by the eighth time at the end of it.

Beau:

It is all about, of course, helping a student to go through that journey, and giving them a framework. The specific framework we’ve talked about many times matters less. Integration, task, action, result. But actually just going through that critical self-evaluation process, and thinking about the next action.

Dino:

Well also, that one said the situation, task, action, that’s about articulating what you have learned. So the SEAL process takes them through how to identify a learning moment. It’s about saying the reflection piece is not about necessarily articulating to somebody else, but actually recognizing for yourself the value of that experience. Like you said, there are a number of different ways that you can frame that. What we’ve got at UQ is that SEAL methodology, which we co-created with students.

Beau:

How you can articulate and unlock, and this goes back to the presentation that Michael made this morning from Faethm, the value of Experiential Learning on the human, the social, the transdisciplinary, the professionals… I’m avoiding the word “soft skills”.

Dino:

Very good, because they’re not soft. They’re very hard, and I think, for me, those are the complicated human ways of being, and I think it is about giving somebody a complex situation and saying, “Okay, how would you respond to that?” 

So if you think about the articulation, it’s almost like reverse engineering it and saying, “Okay, if you’re in an interview and they’re going to ask you a behavioral competency question, what’s your case study that you’re going to give?” So if the question is something about, “Tell us about a time when you had to deal with conflict in the workplace.” then you can think back about times when you have had to deal with somebody who is a complete git in the workplace, or in the project that you are involved in as part of your studies, or whatever, and actually be honest about it and provide an authentic narrative about what happened, and what did you do, and why would you do that differently next time, or would you do that the same next time? It’s about thinking through, not that if you did something wrong, that’s a bad thing, it’s that if you did something wrong or something didn’t go right, that you learned from it. Providing those examples are critical, and certainly for me as an employer, I employ…

David:

We just lost Dino. Thank you so very much, but it’s incredibly exciting to hear about an EdTech company that is handling this future. You’re back.

Dino:

Sorry I got lost. I got over excited.

Dino:

But we’re at time anyway, so thank you so much. It’s been a wonderful conversation for a thought-provoking humanistic look at Experiential Learning, which is a key bridge to build employability skills and employment as well as career life outcomes.