2017年8月17日 星期四

為弱勢蓋房等Yale School of Architecture

忘記將這幾年來的實際教育記下,很可惜。

Yale School of Architecture
This year's BP house was featured in the New Haven Register: http://www.nhregister.com/…/Yale-students-building-house-in…
NEW HAVEN >> The house that the first-year Yale School of Architecture students have designed and are building in the Hill neighborhood has a…
NHREGISTER.COM

2017年8月16日 星期三

小學唱片 vs Carlos Kleiber Conducts Johann Strauss: The Blue Danube (Waltz),

我可能一輩子都搞不清楚許多事。
50年代,老家有唱盤、唱機。
60年代中,我轉學到台北某小學。
同學家庭多不錯:老師決定班上樂隊要錄唱片,選一首:藍色多瑙河
我們全年的音樂課都為此練習。
灌完唱片,我家沒唱機,也就沒買。

後來聽了Carlos Kleiber Conducts Johann Strauss

 Op. 278 14 The Blue Danube (Waltz),

https://www.youtube.com/watch?v=x3FlK9LPUmc


我們當年的唱片品質,肯定像是"小孩玩大槍"。

2017年8月15日 星期二

中國「戒網癮學校」為何頻頻致人死命?網癮背後....

10天內就有兩名中國少年因參加“戒網癮學校”而死亡,是什麼使他們死於非命?
10天內,兩名不到19歲的少年相繼在戒網癮學校「學習」的過程中去世。是什麼原因讓他們死於非命?
BBC.COM|作者:BBC NEWS

2017年8月9日 星期三

吳恩達回到他創辦的線上課程平台Coursera 開課,要讓更多人學會如何用深度學習解決問題

想學人工智慧卻不得其門而入嗎?吳恩達回到他創辦的線上課程平台Coursera 開課,要讓更多人學會如何用深度學習解決問題,學費每月不到1500元。
「我想打造一個由AI驅動的社會,而唯一方法就是讓全球上百萬人們擁有AI相關技術。」吳恩達說。「上完這堂課後,他們可以很有自信地把機器學習和實作成果放進履歷,並把AI技術應用在各種問題中。」
為了實現人工智慧(AI)普及,人工智慧權威、前任百度首席科學家吳恩達決定重返他創立的線上課程平台Coursera,開辦機器學習線上課程,讓更多人…
BNEXT.COM.TW|作者:數位時代

「我無法容忍學生作弊」,「敷衍的教員乃是縱青年為惡之人也。」

1934.6.15  【胡適日記】
"今天考學生的【中國哲學史】,只有一個學生作弊偷看筆記,餘人風氣甚好。
青年人可善可惡,敷衍的教員乃是縱青年為惡之人也。......."


2017.8.9
Stand News 立場新聞
近年中國學生到澳洲留學成風,當地人與中國留學生之間的關係愈見緊張。在周一(7日),澳洲國立大學一名講師,在課堂的簡報上用簡體中文寫道「我無法容忍學生作弊」,即引來中國學生的不滿。講師最終要發電郵道歉以平息事件。


近年中國學生到澳洲留學成風,當地人與中國留學生之間的關係愈見緊張。…
THESTANDNEWS.COM

2017年8月8日 星期二

孫康宜的《走出白色恐怖》

重(略)讀孫康宜的《走出白色恐怖》,有許多相關的教育議題,如她最感激有機會到高雄讀書;她讀的女中,在高三,班上就演Romeo and Juliet,她演她最喜歡的腳色:Friar Laurence (你不會料到,全劇,他的話最長.....);東海大學畢業論文Moby Dick中的宗教 (姑且這樣說),當時有人到校開【宗教與文學】(書中說美國八零年代才開這種課).....


Hanching Chung 康老師:".......在她的回憶錄《走出白色恐怖》中,康宜有專章敘及她與Gram相處的往事,並譯介了Gram的詩作。......",章名是"紅豆的啟示","紅豆"是Paul Sun(孫裕光,孫康宜之父,在綠島監獄撿到的,並手織袋子珍藏之 (正面用藍字寫著:1952,V23,孫裕光;反面則有"綠島紀念"四字。"1952,V23" (1952年5月23,是Paul 結婚9周年紀念。)
"據媽媽說,爸爸是那天在綠島的一個水池邊撿到那顆紅豆的。爸爸當初很難適應牢獄的生活,有一天想不開,曾跳到水池裡自殺,幸而沒淹死......."
這顆紅豆,从王維的《相思》,到陳寅恪的《柳如是別傳 緣起》,到 Paul 在1978年在普林斯頓交給小紅 (康宜),到Gram將紅豆"翻譯為Ivy(常春藤有常青豆),從綠島到種是通才教育的普林斯頓的"高等研究院"之群英。.....
這次讓我有機會再次翻《走出白色恐怖》 (因書無索引,卻有許多意外之喜)。讀完相關部分之後,才想起初讀時對"對岸湖中倒影"印象深。.....
⋯⋯更多



功能介绍 敖学院主要用于诗歌写作教学和公共教育。王敖,旅美诗人学者,2016年与张尔(飞地传媒)共同发起诗公社计划。
MP.WEIXIN.QQ.COM

Millions of people should master deep learning, says a leading AI…

Andrew Ng, one of the world’s best known artificial intelligence experts, is launching an online effort to create millions more AI experts across a range of industries.

Millions of people should master deep learning, says a leading AI…
TECHNOLOGYREVIEW.COM

2017年7月28日 星期五

Ten Years of Faust 哈佛大學校長 Drew Faust 10年

University President Drew G. Faust has seen three U.S. presidencies, a financial crisis, and the largest capital campaign in higher education history. Here's our retrospective on her tenure.

On June 14, 2017, University President Drew G. Faust announced she would step down at the conclusion of the 2017-2018 academic year. Here is our...
THECRIMSON.COM



ICYMI: As freshmen move in and Harvard administrators prepare for a new year, a look back at Drew Faust's leadership in 2014-15.
http://www.thecrimson.com/article/2015/5/28/politics-of-faust/

University President Drew G. Faust seated next to Boston Mayor Martin J. Walsh at the opening of the Harvard Ed Portal at its new location in Allston in February. 

The Politics of Drew Faust


When University President Drew G. Faust got word this April thatstudents were blocking the entrances to Massachusetts Hall, she found another place to work without much of a thought.
The demonstrators, members of the activist group Divest Harvard, were demanding that the University divest its $35.9 billion endowment from fossil fuels, a charge that Faust had already refused. But as the protesters attempted to escalate the debate, Faust did not respond for five days. When she did, she tendered an offer that the protesters had already refused during a previous demonstration: a meeting with the president, but on the condition that the protest end. Divest Harvard once again declined, but still ended its blockade the next evening. For Faust, business as usual returned—if it had ever even left.
The academic year 2014-2015 featured a number of public, campus-based challenges to Faust’s leadership. Students blocked her from her office, faculty responded negatively to a newly centralized sexual assault policy, and an even larger group of professors challenged the decision to modify their health benefits plans.
Each of these issues has presented Faust with an opportunity to make headlines, but Harvard’s president of eight years has instead chosen, more often than not, a calculated policy of public non-engagement. When campus news has surfaced, deputies like Provost Alan M. Garber ’76 and Dean of the College Rakesh Khurana have often made initial statements to constituents and the press, while Faust has skipped the bully pulpit and engaged behind the scenes.
It is an approach that Faust has adopted intentionally, and one that has allowed her to skate above certain campus issues in the public eye, delighting her supporters and frustrating many of those seeking a response.
“This is my eighth year, so you get a little bit accustomed to the constant surprises and emergence of issues,” Faust, who was installed in 2007, said this month.

Keeping Her Voice Down

The president of Harvard, with all the historical power and prestige of the office, has a voice that people want to hear.
“Every time Harvard sneezes there is a national attention, focus on that issue,” said former Princeton president Shirley M. Tilghman.
It is a reality that Faust seems to internalize.
Divest Harvard
Protesters hang a banner from the upper floors of Massachusetts Hall on the second day of their weeklong April blockade of the administrative building, which houses University President Drew G. Faust’s office.
“When I publicly engage on an issue, it elevates it,” Faust said in an interview this month. So I want to be very careful of how I use my voice, and when I use my role in a very public way and when I try to work in quieter ways or when I let the people who are directly responsible for issues deal with those issues.”
In 2007, Faust put her philosophy more succinctly. Referencing Harvard Business School professor Michael E. Porter, Faust told the New York Timesthat she often considers the mantra “strategy is what you don’t do.”
Perhaps the most visible manifestation of this approach is Faust’s fraught relationship with the Divest Harvard protesters, who have staged four Massachusetts Hall protests in the last 13 months, each aimed at disrupting University business and generating a public presidential response. Those responses have been few and far between.
“I think it’s extremely disrespectful,” Divest Harvard co-coordinator Talia K. Rothstein ’17 said this month. “We want to talk about the people who are being affected, and she won’t go near them because she won’t go near us.”
Protesters have increasingly targeted Faust and her office this year, but unlike predecessor Neil L. Rudenstine, who went to work in Mass. Hall as two-dozen protesters occupied it demanding higher wages for Harvard staff members, Faust gave the demonstrators little face time. And while the living wage protesters of 2001 spent three weeks in Mass. Hall, during the 2015 sit-in, the Harvard University Police Department quickly shut down bathroom access, making an extended stay difficult. The sit-in lasted 24 hours.
It was a strategy of limited engagement: While Faust did not give the protesters the public meeting they requested, Rothstein said no participants have faced discipline for breaking University rules.
Still, the lack of presidential attention has bothered some. Bill Jaeger, director of Harvard Union of Clerical and Technical Workers, questioned the tactic.
“As someone who has been on campus on a long time, it's interesting how dismissive or hard-edged the current administration has been,” Jaeger said. “I think there have been other moments at Harvard where there has been much more of a tendency to bring protesters cookies or hot chocolate.”
Harvard President Drew G. Faust walks out of University Hall last year after the Faculty of Arts and Sciences approve the College's first honor code. 

Faculty Friction

Student protests are nothing new for Harvard presidents. “1969 was a tough year. What was so tough about this year?” remarked one prominent alumnus, Paul J. Zofnass ’69, in a recent interview.
Still, Faust this year faced challeanges from higher and potentially more potent places. In the fall, dozens of Harvard Law School professors publicly blasted Harvard’s new University-wide sexual assault policy and procedures in an open letter in the Boston Globe. Targeting an initiative championed by Faust, the professors charged that the new procedures lacked adequate fairness and due process standards.
Publicly, Faust was quiet about the criticism. But behind the scenes, she went to work, engaging with the Law School and directing University General Counsel Robert W. Iuliano ’83 to reach “an agreement that would work for everybody.”
In December, the Law School formally stepped out, launching a new set of procedures that broke with Faust’s University-wide approach. Some viewed the move as a challenge to Faust’s central administration; others saw the situation as an example of careful, effective leadership.
“Very few complicated issues are solved by someone putting their foot down and saying, ‘I'm not moving an inch,’” said William F. Lee ’72, the senior fellow of the Harvard Corporation, the University’s highest governing body. “To get to the resolution that the University had with the Law School...required a lot of one-on-one conversation, small group conversations.”

Faust on Law School Op-Ed
University President Drew G. Faust in her Massachusetts Hall office last year.

Faust also stayed quiet, at first, when members of the Faculty of Arts and Sciences unanimously voted to ask her and the Harvard Corporation to reverse controversial changes to the health benefits plans for non-union employees. Amidst the controversy, Faust simply said she planned on “replying in due course.”
One week later, Faust announced a fund that would compensate faculty members who were affected the most, but said the plans would remain in place for the year.
“One of the things about my job is there's so many parts of it, and people have so much autonomy,” Faust said this month. “I don't control much around here in terms of what students are going to get upset about or what's going on in the world at large that is going to be reflected in the University or faculty issues…. There are always things happening, and that is one of the defining aspects of this job, and you can't get stressed by it.”

A Strategy of Continuation

“A lot of this year was bringing things along that we had begun in one way or another, initiatives that I had introduced as early as the very beginning of my presidency, things like the Common Spaces with the Smith Center, things like the arts initiative with the museum opening,” Faust said in May.
But even in advocating for those initiatives, like a new undergraduate concentration in Theater, Dance, and Media, Faust has embraced a quieter leadership style than predecessor Lawrence H. Summers. It was during Summers’s fall from grace in 2005 and 2006 that Faust, then the dean of the fledgling Radcliffe Institute for Advanced Study, gained increased stature and recognition within the faculty as an authority on the status of women within Harvard.
In 2007, Faust moved into Mass. Hall as Summers’s replacement and Harvard’s first female president. With Summers’s missteps in her rear view mirror, Faust has stayed away from controversy and focused on seeing through a long-term plan.
The strategy of continuation is different from that of Summers, who favored identifying annual priorities, articulating them publicly, and advocating for them behind the scenes.
“She doesn't come and say, ‘I have one big idea each year,’” Lee said. “She has a series of ideas that are for Harvard in the long term. And they include integrating the University as ‘One Harvard’ where it should be.”
In “One Harvard,” Faust has embraced an initiative that Summers pushed into motion. The concept of centralization has manifested most prominently in Harvard’s first fully University-wide capital campaign. Faust has traveled around the world, from Beijing to Seattle, to meet with donors and host events to promote the fundraising drive that has raised at least $5 billion of its $6.5 billion goal.
Major gifts this academic year, such as Gerald L. Chan’s $350 million pledge to the School of Public Health in September—the largest single donation in Harvard’s history—have shown her to be an adept fundraiser. Chan’s gift made history in more ways than one: In exchange for the money, Faust—the presidentviewed by one observer as “a cautious pick"—and the Corporation agreed to rename the school in honor of Chan’s late father.

Chan and Faust
University President Drew G. Faust welcomes Gerald L. Chan on stage at the unveiling of his foundation's $350 million gift to the Harvard School of Public Health last September.

But some, including Summers, have urged Harvard to be bolder, not necessarily with naming rights but with a forward-thinking policy direction. In a 2011 Boston Globe op-ed marking the University’s 375th anniversary, Summers wrote that Harvard would have to “risk disruptive change” lest it “cede its preeminence to those with less distinguished histories but a clearer field, a cleaner canvas on which to paint boldly.” Asked about the 2011 op-ed this month, Summers indicated that he worries Harvard might be losing ground, particularly to Stanford, which has posted lower undergraduate acceptance rates than Harvard in the last two years while recruiting a stable of top faculty.
“In the last few years as I have visited Stanford and observed Harvard, the concerns I expressed in the Globe have increased. I hope the pace of change at Harvard will greatly accelerate in the years ahead,” Summers, now a University professor, wrote in an email.

The Loyalists

Eight years is not a short time for the modern University president. Summers lasted five. Neil L. Rudenstine led Harvard, a school known for its proud, occasionally capricious faculty, for 10. But as Faust completes her eighth year, she is showing strong support in many of the right places, particularly with alumni, top donors, and members of Harvard’s governing boards.
“Unfortunately it's true that any president will begin to have difficulties with the faculty after certain years,” said former Overseer Peter L. Malkin ’55. “I think that hers have been less than most. So I think that she's done a good job of that.”
Other Harvard supporters have come across as nothing short of gushing.
“I think President Faust is one of the best leaders I've ever seen in a long career of writing biographies and doing journalism,” said author Walter S. Isaacson ’74, an Overseer who has catalogued the lives of Steve Jobs, Benjamin Franklin, and Albert Einstein. “She’s very calm and insightful when she addresses a problem because she knows how to listen and find a commonsense solution.”
"When I publicly engage on an issue, it elevates it," University President Drew G. Faust said this month. "So I want to be very careful of how I use my voice."

Overseers, Corporation members, and alumni alike credit Faust for her ability to listen and to engage often polar constituencies. Faust’s supporters say these qualities, together with her public patience, have kept small problems contained.
“One of her attributes is her capacity to be disagreeable, sometimes vehemently, but to not have it be personal,” said Overseer Kenji Yoshino ’91. “You realize this is someone who you can disagree with, who welcomes debate. Even if you are on the wrong side of the debate, you are never on the wrong side of her.”
With trust from Harvard’s governing boards and a fundraising apparatus that is plowing ahead, Faust looks forward to completing a campaign that has its sights set on a higher education record, seeing through the University’s Title IX framework, and launching a new undergraduate concentration in the fall.
It is clear that, for Harvard’s veteran president, the support is there and the wheels are turning. But Faust herself acknowledges that “every year has its challenges,” many of them unpredictable. And while Faust’s policy of public non-engagement has served her well, some would like her to take a larger public role.
“I would like her to [use] the bully pulpit of the Harvard presidency to speak out more on national issues, particularly on education and related to problems of K-12 and throughout the country,” Malkin said. “But I think she's trying to lead by example. And I think we need a little more public statement and a little more leadership in the public arena.”
For now, though, Faust is happy with her performance. Asked by The Crimson this month about how she might improve as a leader, she seemed surprised by the question.
“Is this my end-of-the-year performance review?” she asked, jokingly. “How would I answer that?”
—Staff writer Theodore R. Delwiche can be reached at theodore.delwiche@thecrimson.com. Follow him on Twitter @trdelwic.
—Staff writer Mariel A. Klein can be reached at mariel.klein@thecrimson.com. Follow her on Twitter @mariel_klein.

2017年7月25日 星期二

At a Moment of Success, U.S.C. Is Rocked by Scanda. l‘Eye-watering’ salary rises for university chiefs cannot be justified, says report;談全美最高薪水的大學校長和捐款目標、校長的紅利:RPI/YALE/USC

美國耶魯大學給予前校長李文一筆850萬美元(約新台幣26000萬元)酬職金,這筆特別獎金也讓外界不得不羨慕美國高等學府主管令人咋舌的高待遇。
根據聯邦報稅資料,耶魯指稱,這是一筆「額外退休福利」。李文(Richard C. Levin)於2013年離開耶魯大學。
現年68歲的李文,出身經濟學家,擔任這所常春藤盟校校長將近20年,是耶魯有史以來任期最長的校長。期間掌管校方建設、募款運用、學校擴充等大筆預算開支。在他任內,耶魯收到的捐贈及財產從32億美元大幅成長到194億美元。
「華爾街日報」報導,李文離開耶魯大學後,去年3月起擔任Coursera線上教學公司執行長一職。根據稅務資料,李文2013年在耶魯的年薪為115萬美元(約新台幣3560萬元),之前1年是138萬美元(約新台幣4270萬元)
根據「高等教育紀事報」(Chronicle of Higher Education)報導,以2012年稅務資料而言,李文是全美36所私立大學校長中,年薪超過7位數者之一。
薪資待遇排名第1的是紐約州特洛伊市的倫斯勒理工學院(Rensselaer Polytechnic Institute/RPI 女校長傑克遜(Shirley Ann Jackson)。李文排在第10,但若以底薪而言,排在第3
專家認為,最近以來,大學校長薪資漲幅速度遠快過通貨膨脹,甚至比一般大學教職員薪水都漲得快。
----
我昨天讀此新聞時,也想起一位在RPI執教的朋友:為什麼校長薪水全美最高,教員卻有點苦哈哈:他們爭取到的科研經費以億元台幣當單位....
今天讀了這則



陳信行 不過新聞裡全美薪資最高的那位校長,剛好是我母校RPI的那位,帶來的麻煩可大了。這家1823年創校的全美第一家工學院,在她十幾年來的經營下,負債已經超過校產淨值,理論上破產了。董事會的反應:裁掉各系所秘書職位,然後再繼續幫校長加薪,再蓋一棟豪華校長公館!用

*****

At a Moment of Success, U.S.C. Is Rocked by Scandal

The University of Southern California lured Dr. Carmen A. Puliafito to help transform its image. But now the school is under scrutiny over his exit: Did it turn a blind eye to allegations of drug abuse?







USC的學生宿舍設備看似平常的村落,其實是高科技.....



南加大就是因為董事會和校長還有校內各一級主管的共同努力, 設定美金60億元的募款目標並且具體的分為三等份用於學術研究和儀器設備以及學生的獎學金. 才會獲得校友的認同在四年內就募得40億元. 而目前具體的計畫就是耗費美金6.5億元新建9棟學生宿舍和生活村,不僅提供2017年秋天入學的2700位新生住宿, 這也會改善洛杉磯南區的經濟和整個都市的樣貌。 我們也可以有這樣的雄心壯志嗎?


Massive residential-retail development is coming to life at the former University Village site.


NEWS.USC.EDU





‘Eye-watering’ salary rises for university chiefs cannot be justified, says report

Academic heads see 59% pay increase while lecturers decry secrecy at the top


Neil Gorman former vice-chancellor Nottingham Trent University
 Neil Gorman, former vice-chancellor of Nottingham Trent University, got a £623,000 package in 2013-14. Photograph: David Sillitoe for the Guardian


A pay increase for university vice-chancellors of nearly 60% in the last two decades cannot be justified by their performance in the job, research suggests.
University heads have seen their salaries soar during recent years to an average of £260,000, with some receiving packages worth more than £400,000 a year. The salary levels have been criticised by lecturers’ unions, the Commons public accounts committee and business secretary Vince Cable. Now a study by Brighton University, which looked at the remuneration between 1998 and 2009 of 193 vice-chancellors leading 95 UK institutions, has uncovered a real-term pay increase of 59%. On average, vice-chancellors received pay awards that were four times those of lecturers and the differential has widened over time.

The research, by economist Ray Bachan, from Brighton Business School, also looked at the extent to which the pay awards of university leaders were related to university performance measures, to shed light on whether headline pay awards were justified. In particular, it analysed vice-chancellors’ success in increasing the number of students from comprehensive schools and low-participation districts, and their record in bringing in income such as grants for teaching and research and capital funding.

It found that, while some of the pay increase could be explained by improvements in these areas, a “significant proportion” of the rise in vice-chancellors’ pay bore no relation to performance.Bachan said: “ significant proportion of the sizeable annual increases are not easily explainable in terms of university performance, and this raises some concern.”

Vice-chancellors at pre-1992 or “old” universities received higher average pay increases of 66%, compared with 53% for the heads of former polytechnics or “new” universities and 43% for those in charge of art, music and drama colleges.
The research suggests that the presence of other high-paid staff in an institution pushes up vice-chancellors’ pay. University remuneration Remuneration committees, which set pay rates, may also seek to set the salary at a level commensurate with comparable institutions, said the study, which was published this month in the Fiscal Studies journal.
In 2013-14, the average vice-chancellor salary was £260,290, according to recent research published by the University and College Union (UCU). Eighteen leaders enjoyed a pay increase of more than 10% in that year, while the largest increase was 70%. On average, vice-chancellors were paid 6.4 times more than the mean staff salary. The report reveals that 20 institutions had more than 100 members of staff earning more than £100,000 a year. One vice-chancellor was paid more than £600,000 after receiving five years of bonuses at once, just before he retired.

Neil Gorman, the head of Nottingham Trent University, was given a package worth £623,000, including pension, salary and benefits in kind, for the academic year 2013-14. The next highest paid was Malcolm Gillies, of London Metropolitan University, who earned £453,000 and stepped down last year, and Andrew Hamilton, of the University of Oxford, with a total package of £442,000.




As vice-chancellors enjoyed a pay bonanza, lecturers had to threaten strike action to receive a proposed pay award for 2014-15 of 1%, increased to the 2% offer eventually accepted.

Sally Hunt, UCU general secretary, said: “The huge variations in vice-chancellors’ pay rises highlight the lack of any rationale behind these eye-watering increases. Our recent report on vice-chancellors’ pay and expenses found there is still considerable determination to maintain secrecy around how pay at the top is decided. “The minutes of remuneration committee meetings show that they rarely gave clear and satisfactory explanations of the pay-determining process. The huge increases have been an embarrassment for the sector in these recent years of austerity and fee rises. The time has come for full disclosure of senior pay and perks in our universities, including the reasons behind vice-chancellors’ pay increases.”
Carl Lygo, the vice-chancellor of the private BPP University, has claimed that tuition fee income has been used to fund big pay increases. “Where has all the extra money gone?” he said. “I fear the answer may be that it has gone to boost pension funds, research and vice-chancellors’ pay.”
Universities UK, which represents executive heads of Britain’s institutions, declined to comment on the study.