Peer choice – does reviewer self‐selection work?

The British Journal of Educational Technology (BJET) uses a novel system for obtaining referees by e‐mailing the abstracts of submissions to a panel of over 250 referees and allowing these individuals to choose which papers they would like to review. An analysis of 13 experienced referees showed that, of 473 reviews assessed, these referees were slightly more lenient than the editor and that electronic records provide useful data that can be mined in interesting ways.     

At the Crossroads: the development of thinking about the role,appointment and training of headteachers in Spain

For many years now, most countries of the world have increasingly valued the headteacher as a powerful force in facilitating school and staff development. Such recognition has resulted in widespread training programmes—even in the poorest countries. In Spain, however, there has been, until very recently, considerable ambiguity over the role of the headteacher. This uncertainty is manifested in the appointment system of headteachers and the lack of commitment to training. This paper seeks to show the reasons for this situation, through an evaluation of recent legislation, the impact of Franco's legacy on education and the current preoccupation with democratic government at all levels. The paper highlights important changes of attitude towards the role of the head now taking place, mainly at local levels, and encourages the government to ensure that examples of effective training, emanating from these ideological shifts, are recognised and contained within national programmes.     

A CASE FOR SELF‐ASSESSMENT BASED ON RECENT STUDIES OF STUDENT LEARNING

An account of an experiment in self‐assessed learning where the lecturer used his authority to give his students responsibility for their own assessment. Students were expected to set their own goals, week‐by‐week, and prepare a self‐assessment, which was open to questioning and discussion by other members of the group, but which involved only the individual student in the final decision.

The difficulties encountered are clearly stated, but the final judgment is that only such methods can achieve deep processing in Higher Education. It is also argued that conventional methods of evaluation are inappropriate for this style of learning.     

Expert systems: aspects of and limitations to the codifiability of knowledge

The creation of expert systems is one way in which knowledge is codified. In creating an expert system, in general there are three aspects to the codification process: creating a model of the knowledge to be codified; creating the language in which to express the model; and writing messages representing the knowledge in that language. These aspects have different relative importance in different contexts. Referring to four case studies, the paper argues further that codification through creating expert systems is not uniformly successful and part of the variation has to do with the nature of the knowledge, or intellectual process or activity being codified, and the difficulty in creating the model. Activities with fixed goals and linear processes lend themselves very well to this form of codification. Processes of categorization and analogy, such as fault detection and repair, are partially successful, tending more often to create systems for experts. Processes involving balancing conflicting goals have, to date, tended to be unsuccessfully codified. These process types involve knowledge or understanding at deeper and deeper levels of abstraction of the overall processes and overarching goals. The more abstract and less concrete the knowledge involved in the task, the more difficult it is to codify it.     

1265: An examination of some of the management implications of directed time

This enquiry seeks to establish how some secondary school headteachers have directed their DEs‐prescribed allocation of 1265 hours. Investigations focus particularly on those management processes used to determine the budget, the measures employed to ensure a flexibility in a budget once it has been defined, and some effects of budgeting on meetings. The allocation of hours to specific school tasks is scrutinized and the authors conclude with recommendations and suggestions for improving budgeting decisions in the future.