There is no DVD sewn into the back of “Blended: Using Disruptive Innovation to Improve Schools,” a new book by Clayton Christensen’s acolytes, Michael B. Horn and Heather Staker. Instead, there are QR codes and URLS. If I’m reading with an iPhone or an iPad nearby, and I happen to have a QR reader installed, I can watch Clip #15, which shows how the Quakertown Community School District produces A La Carte courses to provide students with flexibility.” Sometimes, the QR code reader doesn’t do it’s job effectively, so it’s helpful to have the URL printed below the bar code. In fact, I am writing about “Blended” on an iMac, which does a lousy job reading QR codes with its built-in camera (too hard to bring the book up to the camera, then focus, etc.) So: what we have here is a blended solution, a book that relies upon videos to tell its story in an era when books lack any means to display a video except via an external device. And a free chapter to read.

Add a whole lot of scale, and many more people, and the problem of blended schools begins to take shape. We still have school buildings and classrooms, and millions of students making their way through a traditional curriculum, but many of those students now use digital devices to pursue their own interests, and most of these pursuits are individual activities, not collective learning experiences. So we do the best we can with a hybrid situation that will probably last a long while. The authors attempt to classify, codify and otherwise organize what we know and what it means, but they’re fully cognizant of the strange situation they are describing. And they are trying to make the best of it.

Quite reasonably, they begin with the now-commonplace thoughts on “Why Factory-Model Schools Fall Short Today,” and “Why Schools are Reaching a Tipping Point,” the latter detailing desire for personalization, desire for access and desire to control costs as three significant discussion points. They describe four common K-12 blended learning models: Rotation, Flex, A La Carte, and Enriched Virtual, then drill down on several Rotation models: Station Rotation, Lab Rotation, Flipped Classroom, and Individual Rotation. Huh? To explain this not-so-helpful taxonomy, they break a rule of book publishing. They follow each chapter with its own appendix! Brilliant! I flip the page at the end of the chapter, and there are more pages to explain the concepts in more detail.

After reading the definitions, I was unimpressed with the current state of the taxonomy. Pretty much, some work is done online, some is done in the classroom, some involves more teacher interaction and some involves less. Lots of diagrams attempt to explain these very basic ideas—which aren’t all that different from learning during the 20th century, as some students were allowed more or less freedom based upon their own initiative and the teacher or school’s flexibility. (Important not to overthink these ideas, and also, not to rely too heavily on what seems to be impressive technology circa 2015).

The authors are Christensen people, so they tell the best stories about innovation and obsolescence. My favorite one—clearly told to agitate the laggards—goes like this:

…seeing steam’s potential, the old sailing-ship companies that specialized in wind-powered transoceanic travel did not completely ignore the new technology. The only place they could even think about using steam power, however, was their mainstream market—to help them build ships that would cross entire oceans even more efficiently. They had little motivation to refocus on inland waterway customers, given that they had the opportunity to build even bigger, more profitable ships to cross the oceans. Not wanting to dismiss steam power entirely, however, sailing-ship companies searched for the middle-ground. They ultimately pioneered a hybrid solution, one that combined steam and sails. In 1819, the hybrid vessel Savannah made the first Atlantic crossing powered by a combination approach; in truth only 80 hours of the 633-hour voyage were by steam rather than sail… The wind-powered ship companies never made a true attempt at entering the pure disruptive steamship market—and ultimately they paid the price. By the early 19o0s, the steam-powered ships, which started in those inland waterways that looked so unattractive to the wind-powered ship companies, became good enough for transoceanic travel. Customers migrated from sailing ships to steam-powered ships, and every single wind-powered ship company went out of business.”

And so, the authors ponder, “What will become of schools?,” how to design teams to innovate, “The Cost of Getting It Wrong,” and so on. This is a practical book, a companion or “field guide” to a previous book called “Disrupting Class” that is filled with the theory that makes these practical approaches work. Both are worth reading, both for educators and parents, and for those in businesses or other situations that are not yet equipped with the large-scale change that the 21st century seems destined to spread to so many of aspects of daily life.