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Spirit of Organization



Student Driven Education

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I came across an interesting paper written by Geeta Bose on the topic of Learner Centered Methodology in education or LCM. In the traditional approach to education, the subject matter dominates. One of the most obvious expressions of this is when a professor feels compelled to cover all the material in his "outline," often oblivious to whether the student is actually learning anything. The LCM approach, on the other hand, focuses on the learner. The learner is the driving force behind the development of the curriculum and its delivery.

Bose recognizes that educators make some effort to take into account the learner by doing an audience analysis, content analysis, and requirements analysis. The problem is, however, that they seldom use the information that is gathered to mold the design of their courses.

I can hear the objections now: "How can a college allow the students to dictate its curriculum?" That very question comes out of the hierarchical view of education that sees the educators as a sort of reservoir of knowledge and the students as empty buckets just needing to be filled. All of us know that no college education can possibly teach everything one needs to know to be successful in the career one has chosen. Educators must select from a virtually limitless array of knowledge and skills a focused learning set that will meet the needs of students today. LCM allows the student's needs to be the determining factor in that selection.

Bose sets forth the basic theory of LCM and also gives a real-life example of how that theory can be put into practice. Her article will be of interest to anyone interested in the field of learning.

Read the full article.

 

Harnessing Chaos Change

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Photo credit: chelle from morguefile.com

One could easily argue that the by-word for the 21st century thus far is "change." It has become so commonplace for organizational authors to begin articles by referencing the accelerating forces of change that are present in today's world, that I'm a little reluctant to mention it here. But the reality is that all organizations are struggling with the issue of change. For some, that struggle has led to retreat, retrenchment, and eventual obsolescence. Others, however, are trying to leverage the forces of change to better accomplish their ultimate purposes.

 

Why Don't More Organizations Use Action Learning?

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Though written back in November, I just ran across an excellent article written by Marshall Goldsmith titled, "Action Learning: A Recipe for Success." Goldsmith points out the tremendous success rate of the Action Learning process and then puzzles over why more companies do not adopt it. He writes: "After seeing how action learning worked at GE and IBM, I am surprised that more companies don't do it." This, however, doesn't surprise me because few companies make a serious effort to adopt sound organizational theories. It's just too easy to go along with the status quo and too many of those occupying top leadership positions themselves suffer from inner shadows that cause them to respond defensively to suggestions for major change. Most companies wait until they are in a crisis mode where their very survival is at stake before considering significant change.

 

Rediscovering Learning through Action

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Try this experiment in a classroom or other group setting. Ask your students to write on a sheet of paper the answer to the following question: "When riding a bicycle, how do you keep from falling down?" You should get some chuckles from their responses. Once you have gathered the answers share with your students the following "correct" answer from Personal Knowledge by Michael Polyani.

The rule observed by the cyclist is this. When he starts falling to the right he turns the handlebars to the right, so that the course of the bicycle is deflected along a curve towards the right. This results in centrifugal force pushing the cyclist to the right. This maneuver presently throws the cyclist to the left and offsets the gravitational force dragging him down to the right. This maneuver presently throws the cyclist out of balance to the left, which he counteracts by turning the handlebars to the left; and so he continues to keep himself in balance by winding along a series of appropriate curvatures. A simple analysis shows that for a given angle of unbalance the curvature of each winding is inversely proportional to the square of the speed at which the cyclist is proceeding.

 

About Me

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Dr. Greg Waddell

Director of Institutional Improvement, Mid-South Christian College, Memphis, TN.

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It has been said that politics is the second oldest profession. I have learned that it bears a striking resemblance to the first.
-- Ronald Reagan

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THIS IS A PERSONAL WEB LOG (I.E., "BLOG"). THE OPINIONS EXPRESSED HERE ARE MY OWN AND DO NOT REPRESENT ANY ORGANIZATION OR INDIVIDUAL WITH WHOM I AM CONNECTED. THOUGH I TRY TO CORRECTLY CITE MY SOURCES, THERE ARE BOUND TO BE TIMES WHEN I MISS SOMETHING. PLEASE CLICK THE GUESTBOOK IN THE TOP MENU BAR TO SEND ME ANY NEEDED CORRECTIONS. I ALSO WANT TO POINT OUT THAT I AM A WORK IN PROGRESS. SOME IDEAS I EXPRESSED LAST YEAR MAY BE EXPRESSED DIFFERENTLY TODAY. I DON'T APOLOGIZE FOR THAT BECAUSE IT'S PART OF THE ADVENTURE.