Judging readability

Individuals are frequently called upon to judge the readability of written text. The accuracy of such judgments, studies show, ranges from high to low. This paper provides another look at the problem, based upon the judgments of 56 professional writers on five passages of text taken from a reading test. The judges were asked to rank the five passages from most readable to least readable. The results showed wide variability in the judgments. Only a few of the judges were able individually to put the passages in the tested order of readability, but the consensus of the entire group put them in exactly that order. Further examination of the results suggested that a relatively small number of gross errors in judgment were made. Accuracy of judgments, it appeared, might greatly increase with selection and/or training of judges, a procedure followed in certain studies where highly accurate judgments had been found. A readability formula was suggested as an accurate and convenient way of getting readability scores under most circumstances. Use of a formula might also, it was suggested, help a judge to increase his accuracy, but human interpretation of the scores was still felt to be needed.     

The Quest for the Holy Grail or Hunting the Snark? Bridging the quality‐resources divide on effectiveness and efficiency

One key driver of change in higher education is the challenge to do more, with less resource – and to do it better. The dilemma, or paradox, perhaps, of achieving efficiency whilst sustaining or enhancing effectiveness is affecting most institutions. Recognition of it is not the problem, but addressing it is. How it may be addressed will vary with the macro and the micro environments which appertain for institutions and with perceptions and interpretations of its nature and meaning. Is the pursuit of solution(s) likely to be successful, though elusive, or is it illusory and so futile? Should the ethical response be to admit bluntly that quality has suffered? In a competitive environment would such an admission by any one institution be just naïve in the extreme? The paper outlines one faculty's approaches to this hazardous and contentious issue and the main organisational, political, logistical and educational considerations and changes. It is a development of an earlier paper (Livingstone, 1996). The legend of the Grail, the drinking vessel used by Jesus at the Last Supper, tells that if the quest is conducted by those who are truly worthy, then the prize is immense; all the world will be healed. On the other hand, Lewis Carroll warns that, even after valiant efforts have located a Snark, the consequences may be dire:

I engage with the Snark – every night after dark –

In a dreamy, delirious fight.

But oh, beamish nephew, beware of the day,

If your Snark be a Boojum! For then

You will softly and suddenly vanish away,

And never be met with again! (The Hunting of the Snark, 1876)

     

Transformational Teaching: Theoretical Underpinnings, Basic Principles, and Core Methods

Approaches to classroom instruction have evolved considerably over the past 50?years. This progress has been spurred by the development of several learning principles and methods of instruction, including active learning, student-centered learning, collaborative learning, experiential learning, and problem-based learning. In the present paper, we suggest that these seemingly different strategies share important underlying characteristics and can be viewed as complimentary components of a broader approach to classroom instruction called transformational teaching. Transformational teaching involves creating dynamic relationships between teachers, students, and a shared body of knowledge to promote student learning and personal growth. From this perspective, instructors are intellectual coaches who create teams of students who collaborate with each other and with their teacher to master bodies of information. Teachers assume the traditional role of facilitating students’ acquisition of key course concepts, but do so while enhancing students’ personal development and attitudes toward learning. They accomplish these goals by establishing a shared vision for a course, providing modeling and mastery experiences, challenging and encouraging students, personalizing attention and feedback, creating experiential lessons that transcend the boundaries of the classroom, and promoting ample opportunities for preflection and reflection. We propose that these methods are synergistically related and, when used together, maximize students’ potential for intellectual and personal growth.     

Popular Music

Brad Benedict and Linda Barton's Phonographics: Contemporary Album Cover Art and Design (New York: Collier Books/Macmillan Publishing, 1977—$9.95, paper)

George McCue, ed. Music in American Society, 1776-1976: From Puritan Hymn to Synthesizer (New Brunswick, N.J.: Transaction Inc., 1977—$14.95/3.95)

Dean Tudor and Andrew D. Armitage, comps. Popular Music Periodicals Index, 1975 (Metuchen, N.J.: Scarecrow Press, 1976—$15.00)

Derek Jewell, Duke: A Portrait of Duke Ellington (New York: Norton, 1977—$9.95)

Stanley Dance, The World of Earl Hines (New York: Scribner's, 1977—$14.95/7.95     

Building electronic cooperation in the 1990s- the Maryland, Georgia, and Texas experiences

Large scale statewide library cooperation using information technology and wide area networks dates back to the early 1980s with efforts such as the Florida Center for Library Automation and, more recently, the LOUIS Project in Louisiana (see JAL January 1994) and OhioLink (see JAL September 1995). Early efforts were usually focused on the implementation of library information management systems and the provision of shared access to locally held collections, and they often still are. In the 1990s, though, we are witnessing a shift in statewide cooperative use of networks to provide principally access to bibliographic and full-text resources not held locally and usually provided by commercial vendors for use by libraries. As the case studies in this column illustrate the development of funding sources, the technical implementations and support, and the management organization differ from state to state. They reflect, though, the incremental shift in the information landscape towards “electronic libraries”. I choose the word incremental intentionally to reflect that this change has not (at least so far) been anywhere near as rapid or revolutionary as many expected. Nevertheless, what has happened in about 15 years is quite dramatic. It portends a different kind of academic library.—CBL, University of Maryland, College Park.