A perplexed story

This piece of life‐story—or, to give it its grand title, auto‐ethnographic research—owes its initial impetus in becoming a written project to a photograph someone took of me in a London secondary school staffroom early on in my teaching career. The young man in the photograph peers out at me from my office wall. Sometime last year, he began to compel me to dig around in filing cabinets for the journals, occasional poems and other dusty relics of a teaching life; it seems he has helped me to recollect the social and historical experiences that have affected my development.     

Faculty roles and role preferences in ten fields of professional study

Teaching faculty in ten entry-level professional fields reported varying amounts of time devoted to teaching, research, consulting, and professional practice but did not differ in time devoted to administration. The faculty member's own role view was most closely related to time use, but for time spent in teaching and research, faculty age and institutional type (but not gender) were also significant predictors. Even after several general demographic characteristics and environmental variables that potentially differentiate professional from discipline-based faculty are taken into account, different professional fields may be characterized by group climates which influence or reinforce certain faculty roles.     

From ideal to real: Understanding the development of new educational settings

Summary and Conclusion In this paper we presented a framework for viewing the development of new educational settings. We also postulated the necessity of two conditions for the creation of a coherent self-renewing educational program: the development of a community, especially in a linguistic sense, and on-going practical dialog that defines and redefines the setting over time in light of collective action and experience. In doing so, we took the position that educational program and program development mean something more than what is implied in most theories of organizational and program development. We argued that a collection of educational activities constitutes a program only when the activities are grounded in a commonly perceived core of beliefs and values about what is and what ought to be.Clearly, we have only begun to sketch out the nature and operation of the processes by which a new educational setting evolves and develops into an organization. We need to know why development and growth through the application of the dialectic are typically not present in new programs. Our future research efforts are oriented in this direction and we hope that by setting forth our tentative ideas at this point we may encourage others to react to them and perhaps to pursue a similar line of inquiry.OISE     

The irrationality of rationalized program development

Conclusions The core of our argument rests in the nature of the relationship between regional and provincial educational authorities and local schools/communities. In the present situation the relationship is ambiguous. On one hand, the province and the boards issue guidelines and demand that local schools develop programs in conformity with them. At the same time the schools are urged to be innovative and to develop programs to meet local needs. Although the drafters of guidelines apparently see no contradiction between these two directives, we, and many practitioners we have talked with, do.It is our position that the local school/community should be primarily accountable to the community it serves for developing learning environments that fairly reflect the community's educational values, expectations, and priorities. The school should be accountable to central authorities for proper expenditure of monies and for observing basic standards of honesty and fair play in its operations. Finally we wish to stress again the importance of providing help rather than advice to developing programs. Advice coming from a source that in the recent past was primarily a legislative and policing agency cannot help but be construed by school practitioners as a thinly disguised directive. Even if this were not the case, advice is of limited value to people who lack the resources and technical expertise to implement their educational ideas. Real help, in the form of needed resources, technical services, and expert consultation, might inject a new spirit of goodwill and cooperation into what has been at best a guarded relationship between the schools and central educational authorities.OISE