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Posts Tagged ‘Management’

Sustainable Education

Sunday, January 13th, 2008

For the last few years my attempts to teach using humanistic principles has led me to develop a methodology for teaching using the systemic theory in education. Using the systems theory has led me to develop a holistic way of teaching and of managing schools which is powerful without being authoritarian, and which will be increasingly helpful in education for sustainable communities. Indeed, many successful projects, such as the Makiguchi in Action project, instinctively use the systemic method.Systems Theory itself began with bio-chemistry, and the finding that, on a cellular level, everything interacts.  Considered the grandfather of systems theory, Gregory Bateson had inherited a knowledge of biochemistry from his father William Bateson, who discovered the genome. Gregory Bateson worked in the fields of mental health, doing pioneering work on the treatment of schizophrenia based on systems theory, and later developing ways to communicate in the foundling science of cybernetics, which is making robots. Bateson covered a wide field in his research, systemics, he found, could be applied over a wide range of sciences. In fact this universality is bound to systems theory, as the theory itself says as its first premise that everything in the universe is interconnected.  The ideas of systems theory have been useful in connection with environmental projects inspired by the Earth Charter, and a growing body of academics and activists are finding connections between their areas of expertise and others, as Bateson himself found.

Bateson, it seems to me, had an instinctive understanding of the phenomenon of the interconnectedness of all things, a principle of Buddhism which he may have picked up in Hawaii where he worked. The principle of interconnectedness seemed obvious and self-evident, and solved the long-standing philosophical problems in the west of Cartesian dualism, which was impeding further expansion in our understanding of the world. Systemic theory has subsequently been used extensively in family therapy, in the treatment of mental illness, in cybernetics, in ecology and in management. It is quite new in education, and has been mainly used for behaviour management in classrooms, which is how I discovered it on a behaviour management course. I believe systems theory should be developed as the basis for school management, for developing communities, in teacher training and for national education programmes.

The use of systems theory in education is often referred to as sustainable education. Each action you take in sustainable education leads to a further positive outcome. Because it takes into consideration the whole environment, negative consequences are ideally avoided. In behaviour management, if we use authoritative ways to punish a naughty child, the child’s behaviour may subside or change, but we create an underlying resentment and attitudes, for example the feeling that society is against him or her. This leads on to a potentially unsatisfying school life for the child, and may impact on his or her life. Educators want their students to acquire the skills and outlook they need to have a happy and successful life, so they need to make causes which will enable this to happen. In the systemic method, authority is not necessarily used. The whole environment or situation the child is in will be taken into account. Where the teacher has gaps in their knowledge of the child’s circumstances, which is inevitable, they are nevertheless assumed to be there in the child’s life. For example, we may not know what the child’s home life or social life is like, but we can factor in the idea that these parts of his or her environment will be affecting his or her behaviour now. Buddhists will recognise the ideas of cause and effect here: although this is not currently stated overtly in systems theory, it is clearly present. In the classroom, the teacher will deal with poor behaviour in a holistic and non-authoritative way (most of the time!)

Systemic theory says that everything is interconnected. This means that when a child misbehaves, the entire environment he or she finds himself in is the cause of this misbehaviour. Further, we can’t really define it as misbehaviour, but as simply a manifested behaviour, as systemic thought does not judge ‘from the outside’. To alter the behaviour the teacher finds inappropriate, the teacher has to change something. It may be something directly to do with the child, such as moving him or her, giving additional support, changing the activity and so on. Sometimes the teacher can change something seemingly unconnected.

I once had a seriously misbehaving boy who seemed completely directionless and was a nuisance to the others in class, but everything I could think of had failed to improve things. I had another think, what systems theory calls analysis, and realised that I had noticed that this boy stood around in the playground alone all through break and lunch. I took him to the Lego club activity one lunchtime and asked him to see if he liked it. He made a couple of friends at Lego club, one of whom asked him to come to football practise, and within a couple of weeks this child was integrated in a friendship group and started to participate more confidently in class. There will have been many causes for his isolation, but I didn’t need to know them in detail to change something. In systemic education, you change something, and it doesn’t matter all that much what. Because everything is interconnected, every action you take will alter every other aspect of the environment. If the subsequent change isn’t helpful, you simply change something else until you perceive what is really the problem, and can make more adept changes.

Sometimes, a teacher can choose to use authority in the traditional fashion, but knowing that this will make a systemic change. I have had situations where I have slammed into a child or a class and given them some vile punishment such as detentions or loss of privileges. In most schools, the system is such that the children have to behave in a certain way, to do certain courses and pass exams. That being the case, the reminder that in this world people do have authority over you is not a bad thing. Systemic education is not particularly liberal, it doesn’t mean there is no discipline or that the child is accorded with adult status. It is, however, positive and pragmatic. It allows control on the part of every student and every teacher. Because each person is capable of changing the entire situation, they feel empowered, and this in turn reassures nervous children and children who fear failure, as well as making the classroom a safe place for children whose personalities are not respected in their family situations.

As I develop a class in sustainable educative methods, sometimes openly describing what I am doing, the children progress in a quite extraordinary way. A group of children in my class said to me: ‘You’re the only teacher who respects us and who likes us’. When I pointed out that this wasn’t true, all the teachers in that small school were really compassionate and knew the children well as individuals, they acknowledged this and replied, ‘Well somehow the way you do things seems different.’ I believe what they had realised is that the foundation of my class is respect for each individual in a Buddhistic way: each person is valued for what they are, and not depending on what they achieve or how they perform. The children became able to develop study skills on a par with much older students, and become very self-confident.  They enjoyed lessons because they felt they had some influence over how they were learning. They became able to express their feelings in non-aggressive ways, because they were taken into account. The results in assessments and exams were substantially higher than other control group classes, and classes which were not using systemic ideas. They were aware that something different was being done, and that it involved empowerment and respect. Most importantly, they were happier, and absenteeism almost disappeared.

Sustainable education works best when it is instigated as a whole school programme, since if just one teacher is applying it the results impact on the rest of the school anyway, (the whole environment is affected remember!). Students may start acting in a more confident and independent way generally and other teachers may not find this easy to deal with. Expressing their opinions can be interpreted as cheek, and drive a wedge between the child’s appreciation of the two teachers. Improved performance may not be noticed or acknowledged, and children can become frustrated. It is noticeable however that where a child suddenly stops misbehaving and becomes happier and more sociable, like my Lego club boy, the other teachers are appreciative!  As a way of training staff quickly, of forming whole school policy, integrated curricular, improved assessment results, behaviour management, community education and parental co-operation, systemics is ideal. I am currently developing a methodology which will apply sustainable education principles in small community schools in developing nations, where education projects may be just beginning or be in the process of upgrading, especially as regards the training of teachers. Because the basic principle of systemic is that everything is interconnected, the families, economic situation, traditions and living situations of the community are directly influencing the educational provision in a community. My method takes the existing community traditions and beliefs as its base, and enables the free development of facilities and resources, grouping of classes, involvement of parents and the local community and so on. For example, where children are needed at home to communicate on behalf of the mother, as happens in purdah, female literacy classes can bring the community back together, enable the mother to become involved in the community once more, and facilitate the daughter’s education where she would not previously have been allowed to go to school.

In communities where education is well established and universally provided, problems such as student aggression, lack of motivation, absenteeism, bullying, stress and depression among students and teachers, inappropriate skills learning according to employers, teacher dropout rates and so on, may be regarded as a similar case in many ways to communities where provision is sparse. These schools and national systems for education need revising. The trick is to devise a large scale programme for change without disrupting schools or destroying what is already working well. The systemic method is perfect for this type of endemic change. I am developing a programme for teacher training in schools in developed countries which will make the kind of changes I have been looking at and which will begin the process of systemic management, allowing the practitioners themselves to voice the experiences and ideas they are having and begin to introduce whole-school changes as they see fit. Sustainable education, like all sustainable projects, begins on a small holistic scale. That which works well can be expanded, that which doesn’t work will not be on a scale which is destructive and costly.

Like Buddhism, sustainable education is not prescriptive, and cannot be so, since it must be applied receptively to the environment in which it finds itself. When we are introducing systems theory to schools and to teachers, therefore, we need to explain the ideas behind the methods. Where this has been omitted because of lack of time for training, lack of continuity in the training, or lack of entusiam on the part of school leaders, the systemic method has been quietly dropped.  An element of faith is required when one thing after another that the teacher tries seems to fail. The faith comes in the understanding that every action you take is changing something, and that if you continue, the casue of the problem will become clear at some point. Meanwhile, just the fact that you are interacting with the problem child is vastly improving his or her ability to interact with society. In the normal authoritative order of things, problems are not always solved, but damage can be done to the child (and the teacher!). Using sustainable methods, the child will not be harmed, because he or she is being taken into account, and the teacher will feel more comfortable with what he or she is doing. Teachers who start using systemic methodology report the immediate effect that they begin to enjoy teaching again, have better rapports with the students, and feel less stress. Sustainable education, like sustainable environmental projects, improves your well-being and health.

Sustainable education is one aspect of an increasingly established methodology based on systems theory. Although quite well known in psychology and management, education is still very much in the pioneering stage. Understanding systems theory and its application in education can help us to form our individual powerful techniques in the classroom or in school and project management.  Below is a bibliography for anyone interested as a way of introduction to systems thought. Our input as educators in terms of respecting the individual, understanding the ideas of interconnectedness and  cause and effect, will enable sustainable education to help children, teachers, parents and communities everywhere to find education for sustainable communities in the 21st century.

© Jill Rees

13 January 2008

Suggested reading

Gregory Bateson          Steps to an Ecology of mind    University of Chicago Press 1972

Molnar and Lindquist Changing Problem Behaviour In Schools         Jossey Bass1989

http://en.wikipedia.org/wiki/Education_for_Sustainable_Development

Tags: Art, Buddhism, Classroom, Family, Fashion, Friend, Friendship, home, Humanist, jill, jill, Leader, Management, Rain, Reading, Sea, Theory, War, Work

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Ballad of a Thin Man

Thursday, January 10th, 2008

At Wuse market, they make a selection of shirts. There are the normal ones in the many bright African colours so envied by dour UK men. Then there are massive tent like vestments for the larger man. Another way of saying for the successful man.

In Nigeria, a prerequisite for being wealthy or powerful seems to be one’s size, despite the fact that women are always telling men that ‘size isn’t everything’. It seems the bigger a man is here around the girth, the more respect he should be accorded. A man’s size shows that he doesn’t have to do things for himself, he has boys who run errand for him. He can get plenty to eat. Heavy Nigerian soup with lashings of palm oil and half a chicken on top - half? Why not make that a whole chicken? - will expand the waistline better than sweet Northern food. Quiche and salad is not for the business lunch here. Back at the market, I asked ‘Do you charge more for the large sizes, because they’re obviously made for rich men.’

Everything has to be big for the rich and powerful man: he needs a big house; even if he lives alone there is a coterie of friends, family and employees living in with him. He naturally needs a big car, using lots of fuel, big furniture, sofas and of course the famous Nigerian huge bed - how many people are you expecting to fit in there?

My friend Ade is a thin man, very slim, quite young and healthy looking. He plays sport regularly. In Europe he’d be a fine specimen. However he works in a bank, and his customers are always asking the manager, ‘Can we have a different bank manager? This one doesn’t look as if he’s able to make any money. He’s still very thin.’

Nigeria isn’t a meritocracy. It isn’t what you can do, but what you look as if you can do. Influence is still by the macho hard power, taking control, giving orders, bending others to your will. Employees don’t argue with the boss, even when they know he is wrong. Like small rugby players, they weave in and out of the big guys’ orders, finding the way through surreptitiously. They say ‘Yes sir’, but hesitate to carry out actions they know won’t work, waiting for the boss to realise this and change his mind, playing for time. Nigerian employees are incredibly faithful and try to do their best for their company. The emotional nit-picking and criticising which would be thought of as bullying in the UK, washes over them like water off a duck’s back.

When I first arrived in Abuja, my boss ordered an employee to drive me to my workplace. ‘You know where it is, right?’ he asked her.

‘Yes sir’, she said. Once on the Express Way, she stopped and phoned her friend. ‘He’ll come and take us there,’ she said, ‘Because I don’t know the way. I’ve only been in Abuja for a week.’ So I asked her why she didn’t just tell her boss she didn’t know how to get there? ‘Because he would take it as a sign of weakness,’ she replied. And then she gave me some advice. ‘I know in Europe you show your feelings,’ she said, ‘But in Nigeria you hide if you’re upset, because it’s a sign of weakness. It’s like saying you can’t do your job. So you just say yes, then find out how to do it later.’ How much time is lost in this way?

Imagine the scene. Your thin boss is sitting round the table with his employees, telling them his plans. ‘I don’t think that will work,’ says the bright young man. ‘It would be better to do it this way….’ The boss listens, he asks the opinions of others. After a heated debate, a plan of action is decided. Everyone’s expertise is brought to the fore, possible mishaps and alternatives are discussed. Finally a decision is reached. No-one remembers any more whose idea it was, it is a collaborative effort. Once decided, everyone is on board, and goes about their duties enthusiastically. You meet again a few days later, to assess how it went, to monitor and evaluate, to change direction if necessary. This collaborative method is very effective, no time is wasted, no loopholes are left open. The boss is happy, he leaves the office early and, after a light salad with a diet dressing, plays a round of golf. The others have left early too; the job is done and what’s food for the goose is food for the gander.

Things have to change, but who is going to start? A person who is always disagreeing with the boss is going to receive short shrift, and will soon be out the door. Nevertheless, Nigerians can be their own worst enemies, accepting an autocratic boss in a collaboration to ensure their own continuing enslavement to a system which swells the stomachs of a few at the expense of the many. If you have fought for a decent education, financing yourself, taking evening classes, battling against underprivilege to begin to achieve your dreams, why should you have to kowtow to anyone? Your capability should speak for itself. The abilities and potential of all need to be harnessed so that Nigeria can develop into the great nation every single person knows it should be. Like many arcane habits, deference to the big man is an impediment to healthy growth.

The prerequisite for any kind of control over a population or a workforce is always the ‘divide and rule’ kind of management. To begin to enact a change in the relations of power in the workplace people need to work together rather than to let themselves be divided. This means first becoming aware of the dynamics that determine your own particular workplace, and contributing in a way that encourages communication and cooperation rather than each person protecting their own sector. Presenting new ideas in a positive way so that no-one feels threatened. By using dialogue to consider options before taking action will improve results and may enable the enterprising employee to slowly improve the working systems to the benefit of all. When we see the quiet humility of bosses who know how to make the most of his workplace using ‘soft power’, we will know Nigeria is on the move.

Then intelligence will hold more weight than corpulence and we can get the quiche and salad out, and start buying bosses belts instead of huge vests for their birthday.

1,112 words

© Jill Rees

Abuja 21 November 2007

Tags: Art, Europe, Family, Friend, jill, jill, Management, money, Nigeria, War, Work

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Nigeria’s Year

Thursday, January 10th, 2008

The buzzword in the UK is that 2008 is the year for Africa. Nigeria is thought to be the prime mover on this and the recent visit by President Yar’Adua to the USA impressed leaders in the northern countries. The steps President Yar’Adua is taking to stem corruption and stabilize the economy in the Delta States have particularly impressed everyone, as they realize he is serious. The President also had to tread a delicate path in his words to George Bush, as Dick Cheney, former CEO of the indicted oil investment company, is implicated in the recent corruption investigation. He seems to have managed it however, and he has been accorded a lot of respect and credibility as a result of his recent visit. It is the swell of public opinion in Nigeria verbalising the continuing concern about the lack of distribution of wealth, the increasing vigilance shown and the upswell of voices against injustice, the demand for opportunities among the less wealthy members of Nigerian society, which is beginning to resonate in the developed countries. While still considered to be a ‘fledgling democracy,’ Nigeria is also thought to have a promising economy with t he potential to be a major player in Africa, and therefore a significant global player in the 21st Century.

However the lack of opportunities in education and the over-dependence on individual wealth as the sole means of social mobility within Nigerian society is still a serious obstacle to development of industries within Nigeria. Those with the greatest potential are often unable to find the best way to contribute to society.

In the modern world, production of marketable commodities and services becomes increasingly complex, involving as it does the formation and application of streamlined systems, and ongoing training for the workforce as technology changes so rapidly. Everyone needs to have the capacity to complete increasingly advanced tasks, and groups within companies take increasing levels of responsibility for their own sectors. Feedback from specialist teams is an essential function of modern management, which requires the democratisation of the workforce.

To achieve this, a high level of education is needed among all workers. They need to have a sound basis in literacy and numeracy, general cultural knowledge and awareness, communication skills and Information Technology. In the UK in particular, professional development and the learning of new skills continues throughout one’s working life. As the working life extends, with greater longevity, to last from the end of formal education at 18-21, until one’s 60s and 70s, this capacity and culture of ‘lifelong learning’ becomes increasingly important.

Employment protection ensures that workers can analyse their particular task areas and feedback or express concerns to management. It has to be said that this is largely ‘pending’ in the UK as everywhere, and the concept that people’s opinions and knowledge are all of equal relevance seems to pose a particularly difficult problem for society, despite being enshrined in the United Nations Charter for Human Rights, the American Constitution, European Law and elsewhere. It is a basic tenet of democracy however, and an essential component of global industry and communication in the 21st century. The former director general of CBI and current advisor to the British government, Sir Digby Jones, expresses it thus:

“The impact of the wider adoption of new smarter working practices will be profound, as some businesses have already discovered. Not only will there be improvements in productivity and competitiveness but also in the well being of staff which in turn impacts positively upon employee relations. This is not about working harder but more cleverly.

“A successful economy is one that is prosperous and dynamic. One that moves and changes as the market moves and changes, one which makes efficient use of the resources it has at its disposal, without endangering the environment. It’s about applying knowledge, not just hours.”

Companies which have adopted these more humanitarian and egalitarian philosophies in their workforce have very positive things to say about it. For example, the blue sky company Microsoft reports that:

‘Flexible working is embedded in the culture at Microsoft UK. In a company whose products are all about mobility, sharing and collaboration, it seems appropriate the working practices and culture operate on the same principles.’ (Smartnumbers July 2005)

The third area of the modern working world lies with management skills. New-style management should genuinely take into account the feedback from the specialist workers. Managers need to mould what they learn from the grass roots into a more highly functional operation. This is bound to include staff development at all levels, staff health and safety, well-being and happiness. As well as being desirable ends in themselves, a happy and relaxed workforce is shown time and time again to improve productivity.

Some of the companies in Abuja have already grasped these ideas, and some of the managers who are aware and capable, often young men and women, need to be given full rein to develop their own modern competencies and techniques. The popular complaint that well educated and trained, enthusiastic young Abujans are employed on promises that they can take on responsibility and develop the company, only to be left in a menial desk job, needs to end. Finally, it is said that the effectiveness of a company can be seen in how it treats its female workers, in particular in the progression to company management, since female managers often have particularly well-developed people skills. There is no developed country in which in which women’s rights in education and the workforce are not respected and enshrined in law. With its strong well-educated and ambitious women, Nigeria can be a leader in this area.

Africa, having been a mystery to the rest of the world in the stagnancy of economies here compared to Asian and South American growth, seems at present to be just beginning to take serious steps to prevent corruption seeping away money that should be invested in the nation, and to finance education and training. The element of organisation and unity which the Asian Tiger has used to find wealth for its people, and standing in the world, has been lacking in the Dark Continent. At last, things seem to be on the verge of change.

© Jill Rees

09 January 2008

1046 words

Tags: Art, Continent, Creative Writing, Europe, jill, jill, Leader, Management, money, Nigeria, pet, Practice, Rain, Sky, War, Work

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new

Wednesday, November 21st, 2007

new article

 Currently the Soka Educators International Network is having our fifth Forum. We discuss issues concerned with establishing humanistic education for sustainable communities. View the site on http://www.earthchartercommunities.org/soka/

I’m also on the market for project management or consultancy projects in Africa developing schools and training teachers. Contact me via my email if you would like to talk about your needs.  

Tags: Art, Article, Humanist, jill, Mail, Management, Network, Rain, Soka, Work

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From, Nigeria Welcome

Saturday, September 29th, 2007

That’s what they say to you here everywhere you go, Welcome. The people here are very polite and kind. I came with Oluchi my friend, and her family have taken me in, her brother in law, Kunle is driving me around. He’s a fine young man who is driving me until he returns to university in January. It should have been September, but they took a long time to do admissions and had to delay the start of term.

It’s hard to live here, everyone says. The electricity system is not too stable and power cuts and surges are very common. Similarly the water supply is dubious. Everything takes ages to do, as the bosses won’t delegate any responsibility to the workers. Most people feel quite frustrated and spend a lot of time waiting for appointments. If they say they will see you at 3, it might be 7 before they arrive, or then again they might not turn up at all. The democracy is quite young, and people are concerned about corruption in government.

So I arrived two weeks ago now and have only just managed to get my laptop and get online.

The school was still being built when I arrived, but parents were leaving their children at the door, so we had to open. We have no electricity or water yet, still the creche is up and running. The teachers they hired were coming in everyday sitting around waiting for something to start. They had no contracts and hadn’t been paid. I interviewed everyone and employed several to start up. The creche is equipped and has opened fine, but there are no exercise books or text books. No office staff or management team had been set up. there is no equipment like computers or filing cabinets, and we had to get school furniture in and copy everything out by hand. We’ve no photcopier and have to drive round business centres and pay for copying and services. There are no textbooks. Worse still, there’s no system for funding, and we have taken 2 weeks to get some money to buy basics. This has come from the boss’ lack of trust so he has to do everything and doesn’t realise how much trouble this causes us. Since he’s in the House of Representatives and there’s a fraud scandal going on, he has very little time to deal with us. He tends to turn up at odd times late in the day, although I explained to him that schools start early in the morning and are ended by 4pm. Tonight for example I got home to find the computer guy hanging around in the lobby to put a cartridge in the printer - I had already done it myself 4 days ago, and anyway it’s only cos I’m ill that I’ve come home early. Haven’t you heard of appointments good god I’m not always in my room!

This weekend is the Nigerian Womens Division AGM hosted by Abuja. The strong members in Abuja WD are Lilian, me and Stephanie my American friend. That means we’re playing quite a large part in organising it! Yesterday my Indian admin manager gave me a chapati and she must have made it with local water cos I got food poisoning, what timing, so didn’t make the beginning of the AGM, sansho shima! I’ve got medicine from France for that so hung round my hotel toilet and could make it for the afternoon, when I gave the experience of how I got to Abuja to do Soka Education with Stephanie. My experience is going in the Nigerian Buddhist newspaper this month! So a flying start. Linda the Nigerian WD leader reminded us to link activities with a determination to achieve something, so I linked it with getting my papers, wages and appartment sorted out quickly so I can establish myself here and contribute to Kosen Rufu.

Tags: Art, Book, Books, Family, France, Friend, home, Host, jill, Leader, Management, money, News, Newspaper, Nigeria, Soka, Travel, Work

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