Geometry in English secondary schools

In the past twenty years many countries have implemented new approaches to the teaching of geometry at school level. In England, most schools seem to have changed towards an experimental science approach to geometry, whilst a significant number appear to have continued the traditional geometry of Euclid. The new approach uses a great variety of techniques, and thereby loses coherence: it is based largely on practical work and seems to have forsaken the deductive approach entirely.The paper attempts to quantify the present situation in England and suggests a way of building upon the experimental science approach to provide a unified knowledge of spatial configurations through deductive methods.     

Marketing Gets Personal: Promoting Reference Staff to Reach Users

ABSTRACT

With a growing population of part-time and distance education students, changing technologies, and evolving user expectations, it is becoming increasingly challenging to reach users through traditional marketing approaches. This article will review previous trends in library marketing and promotion and explore new initiatives, including partnering with marketing courses, roving reference, and highlighting staff expertise to raise awareness among users.

This article originally published in Journal of Library Administration, Vol. 51, Issue 3, pages 291–300, 2011. doi:http://dx.doi.org/10.1080/01930826.2011.556945.     

Action learning in postgraduate executive management education: an account of practice

The merits of action learning as a change tool and enabler of deep learning are well recognised. However, there is a gap in the literature of participants’ stories regarding their experiences on accredited postgraduate executive programmes underpinned by an action learning philosophy. The following account of practice addresses this gap and recounts participant experiences, in their own words, combined with my insights into these learning experiences of a Master of Business Studies. While the programme is underpinned by an action learning philosophy, it does not discount programmed learning. However, programmed learning is not privileged over the executives’ own experiences and knowledge of their own problems; they are seen as the experts. Throughout the programme, the participants are members of an action learning set in which they address real problems in their own organisations, problems on which they can take action. This account examines the experiences, as told by the executive participants, and so provides rich and in-depth insights into their learning experiences. It provides an opportunity for educators to appreciate the depth and richness of learning and change which can occur as a consequence of adopting an action learning approach on such programmes. Furthermore, this account provides evidence of how action learning can contribute and be an enabler to the development of executives as reflective and critical practitioners able to better face an ever more complex and challenging world.