Skip to main content

On Bloom's Taxonomy & Measurable Verbs

I like the attempt made by Bloom's student Lorin Anderson on the revised taxonomy however I still like Benjamin Bloom's original usage of the word 'Creating'  rather than evaluating when a learner reaches level 6. Knowledge/information and understanding are essential building blocks at level 1 and 2 however at the highest level a student who demonstrates to create something new has reached or surpassed the current body of knowledge giving him or her the unique ability to add something new. Creating reflects that sentiment more appropriately. We are born to be creators and have the creative ability built into our DNA. All learning, understanding, and body of knowledge are moving towards that idea or innate need for us to create. This differentiates us from other species.  The student has reached a level where their new contribution either adds, expands and more appropriately to say creatively helps practitioners the ability to apply their newly found gifts.  Here is a diagram that compares the 1956 version and the 21 century evolved version of Bloom's famous framework visual.

I like the verbs used in the cognitive domain to describe level 6 however one word CREATE I think captures the essence of it all in its ultimate form. For your information here are the measurable verbs.

Level VI: The student will be able to: Assemble, Appraise, Argue, Assess, Choose, Compare, Conclude, Cons&&idea, Construct, Contrast, Convince, Create, Critique, Decide, Defend, Determine, Discriminate, Develop, Estimate, Evaluate, Explain, Formulate, Grade, Judge, Justify, Measure, Predict, Rank, Rate, Recommend, Revise, Score, Select, Standardize, Summarize, Support, Test, Validate, Verify, Write.


Popular posts from this blog

IT as a Innovation Partner in Business

Usually in Business organizations and especially in organizations where R&D is a separate department itself a tension persists on keeping the IT department away from any decision when it comes to innovation or process improvement. In short the IT department is generally seen as less of a help and more of a hindrance to innovation efforts. One of the main reasons is traditionally information systems are designed to impose structure on process, achieve pre-defined goals, produce metrics and minimize need for human interaction (in some case over maximize human interaction leading to nothing but "meetings").

While Innovation activities are highly unstructured and emergent, IT cannot be ignored or kept in isolation because IT can help in visualization tools, data mining efforts, uncover hidden relationships between data and create tools of knowledge management/information repository that so desperately is needed cross functionally but especially by the innovators within a org…

Analysis of SAP’s Platform Strategy

The software industry has been through high and lows up with the constant advent of new technological innovations and rapid changes in the global economic landscapes. SAP is the leading enterprise application software giant started by Hasso Plattner. The rise of Enterprise application industries started in early eighty’s with organizations needing one single software program that was capable of serving the multiple needs and functions of various departments. One single enterprise-wide application software means integrating applications that fused together for the smooth exchange and extraction of information. For example when customer services sold a product and got stock updated in the inventory by the warehouse people and the same data could be pulled by the Finance department. Enterprise Application software’s were designed exactly to do the latter mentioned processes seamlessly. SAP started by break away engineer’s Plattner and group build the company on strong engineering fort…

How Dashboards can mislead

Read an interesting article from John Shapiro professor at Northwestern Kellog on how dashboards can mislead executives and I cannot agree more. To be honest, I love visualization of data and have pushed my data architects and report writers to give me snapshots of various measures but how often the rich data didn't mean anything as it did not align with organizational goals. Even more, what information is important to me is not necessarily relevant to other executives in the organization.  Data analytics visualized on dashboards typically describe existing measures on past phenomena, some better ones predict future events and past data and the best one prescribe a course of corrective or strategic actions.

Shapiro talks about three types of traps executives can fall for:

1. The Context Trap:  We equate empirical data to the objective. I have blatantly used the cliche "numbers don't lie." But this belief can be dangerous because we can track wrong measures or metrics…