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By Eric Klopfer

In 2006, kids have been flocking to MySpace, studying the fun of gazing video clips of lovely animals on YouTube, and enjoying on-line video games. now not lots of them have been staring at community information on tv; they obtained so much in their info on-line. So while NBC and MIT introduced iCue, an interactive studying enterprise that mixed social networking, on-line video, and gaming in a single multimedia academic web site, it was once completely in song with the days. iCue was once a surefire means for NBC to arrive more youthful audience and for MIT to check leading edge academic equipment within the actual international. yet iCue was once a failure: it by no means built an viewers and used to be canceled as though it have been a sitcom with undesirable rankings. within the extra we all know, Eric Klopfer and Jason Haas, either a part of the MIT improvement workforce, describe the increase and fall of iCue and what it may train us approximately new media, previous media, schooling, and the demanding situations of innovating in academic media. Klopfer and Haas convey that iCue was once hampered by means of, between different issues, an instructional institution fascinated by "teaching to the test," tv manufacturers uncomfortable with participatory media, and confusion concerning the industry. yet this isn't only a cautionary story; occasionally extra will be realized from an engaging failure than a string of successes. latest academic expertise visionaries (iPads for everyone!) may perhaps continue this lesson in brain.

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Additional info for The More We Know: NBC News, Educational Innovation, and Learning from Failure

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The situation seemed dire, which led NBC Universal to hire Adam Jones as the new CFO in April 2006. Jones was a trained financier and a chartered accountant. He had worked for firms as diverse as Price Waterhouse and IMG Sports Management before being headhunted by Universal in 2003. Universal had been under the control of Vivendi, which had botched things quite seriously and then 22 Chapter 3 returned control to Universal. The company needed someone to turn around the finances of the Universal International Television Networks group, under Vivendi (Canal +) management, within a year, and a friend at NBC Universal–owned USA Networks suggested Jones.

This meant that a direct-to-consumer model could be viable, thereby bypassing the complex purchasing channels of schools. It was also comprehensive, with weekly tie-ins and extensive use of social interactions, video, and games. Jenkins, meanwhile, had launched a significant project in New Media Literacies (NML), funded by the MacArthur Foundation in 2005. The group’s seminal 2006 white paper influenced thinking about games, education, and media everywhere, including internally at MIT. Central to this framework is the notion of participatory culture, in which young people were not merely observers and consumers of media, but rather active participants, through media, in a space inhabited by media and by their peers.

But executives at CBS got it as well. Chisholm went on a whirlwind tour of the New York news media powerhouses: “Between Tuesday and Friday, I presented the educational media and games deck to the New York Times, CBS, NBC, and ABC. ” Though ABC was lukewarm and took a pass, CBS and NBC each asked for exclusive negotiating rights for some time to try to set up the deal. 1 Similar designs for the original website, shown with different names (JetFuel for NBC and WildFire for CBS). , Dominoes). Due Diligence 43 New York Times seemed interested in working with either network as a partner.

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