PARALLELISM IN WORKING-, LEARNING- AND DO-ENVIRONMENTS

The Parallel Instruction Theory for Coaching in Open Learning Environments for Simulation

By Rik Min

Also published (as small paper) under the title: Shortcomings monitors; the problem of linear presentation media in learning situations; the importance of parallelism in open learning and working environments. (Published in the proceedings of EuroMedia 96; Telematics in a multimedia environment, dec. 19-21, 1966; A publication of the society for computer simulation International (SCS) (Eds. A. Verbraeck & P. Geril) (published on WEB)

Key words

design, design theory, userinterface, HCI, environments, learning tools technology, simulation, simulation technology, instruction, instruction technology, instrumentation technology, interactivity, simultaneous processes, parallelism, parallel instruction theory and applied educational theory.

Summary

This article is about research in the field of human-computer interaction (HCI) and learning tools technology. Patterns and experiences found in a large number of different working-, learning- and do-environments have been linked. The concepts 'parallelism' and 'interactive work environments' are discussed as well as a design theory for such do-environments. The design theory and ideas around the concept of parallelism are supposed to offer a solution for a number of recurring problems with the organisation of an educationally sound, interactive learning environment. Min's 'PI-theory' which is primarily intended as a theoretical framework for the organisation of learning environments for simulation, also has its effect on other kinds of interactive working-environments.

The concepts 'parallel' and 'simultaneous' are dealt with. Parallel data flows and simultaneous processes occur everywhere in society. The focus is on how people handle several processes which are forced upon them simultaneously.

The article ends with a few results of this philosophy and an advice on how work environments should be organised. If particularities and patterns which have been discovered and are here described are not taken into account for the organisation of a work environment, then this is considered to have failed.