A year has passed since I began my journey through the lifelong learning program. In a year, my vocabulary has drastically changed, my writing has improved, and my newfound ability to reflect has allowed me to approach the way I accomplish tasks, both personally and professionally, in various ways. Each course has given me new perspectives to reflect on why something is done a certain way and why it should be changed.
My vision for design contexts included the opportunity to utilize the theories and information I have learned to date and implement it in a variety of settings. I viewed this course as a tool to further understand how the wealth of information I was gaining through the lifelong learning program could be utilized in everyday life. The course was successful in fulfilling my vision.
I would argue that I had the opportunity to learn while learning. This theory is based on my experience with our group project. As someone who has limited experience fostering an adult learning environment, I not only look to these courses to learn theories, but I thrive on the opportunity to learn from my classmates as well. Their everyday experiences they share in the classroom and how they relate to the course work is another avenue to learn and this course was no different.
Working with a junior high school teacher and healthcare administrator gave me invaluable insights into the implementation of the scientific management approach to course design. Both were able to share real life experiences where they utilized the approach. Some were positive and some were negative. They were also able to provide additional scientific approaches that were utilized as part of our wikis. For example, we worked through Hanley’s use of instructional design to develop objectives for our workshop. Hanley, being a required reading, was a new author we were able to learn from due to the course work. Additionally, I was able to learn the benefits of the S.M.A.R.T. goal analysis. This was the result of our healthcare administrator providing insights on how the approach was used with her employer and her experiences with it.
Our junior high school teacher also utilized her experiences to caution us on the negative aspect of the scientific management approach. The rigidity of the approach has frustrated her at times. She is only able to evaluate her students on the predetermined outcomes and illustrates this approach using report cards as an example. It is dictated to her that she can only comment and grade on the predetermined outcomes designed by the department of education. She must also choose her comments for the cards from a database. No personal touches what so ever!! Therefore, she cannot elaborate on where a child may be struggling or excelling unless it meets the government’s criteria. Parent teacher is the only communication tool she has available to her to further elaborate to parents on the development of their child. These real life examples gave me additional validation that there is still a need for the scientific management approach. They also provided insight into the need for the acknowledgement of power issues in program design and the theories of Cervero and Wilson.
Cervero and Wilson and their theories were new to everyone in the group. While we have thought about power issues in one form or another in various settings, we now had authors and theories to back up our opinions. As the group member responsible for the Cervero and Wilson content portion of our wiki, I set out to relate their theories to our vignette, but to real life examples as well. I utilized this approach in order to gain a better understanding of the importance of power, interests and negotiation in program design.
The content of a successful adult education program incorporates the interests of all the affected stakeholders. In order to accomplish this, planners must negotiate through and with the power and interests of all of the program’s stakeholders. Cervero and Wilson (1996) state,
Planning is always conducted within a complex set of
personal and organizational power relationships among
people who may have similar, different, or conflicting
interests regarding the program. (p 11)
personal and organizational power relationships among
people who may have similar, different, or conflicting
interests regarding the program. (p 11)
Ultimately, they argue that it is through the intersection of the planners’ and other stakeholders’ interests and not the technical application of planning principles that result in the emergence of an educational program (Cervero & Wilson, 1996).
After reflecting on the design of our wiki, I believe our group is an example of Cervero and Wilson’s theories on the use of power and negotiating stakeholders’ interests. Our wiki was our planning table. While we each had our own individual piece to work on, we continually came together to discuss each aspect of the wiki and negotiate where and why changes should be made. We even negotiated which pictures of television “doctors” we should use in our presentation to represent our fictitious ones. I’m still bitter we did not use Dr. Oz to represent our oldest doctor, but apparently he was too “young” looking.....I’ll get over it!
Our scientific management approach was designed without even considering the vignette and the development of our learners and affected public. This approach was also used by the other groups. This shows us how easily power relationships can affect the design of a program. The dominant power was able to utilize their power to ensure only their interests were met by not including the other stakeholders (in these instance group members) in the planning process.
Utilizing Cervero and Wilson’s theories also led our group to a final recommendation on a program based on our vignette. Our wiki provided a planning table in which we could all post our ideas on what should be included in our educational program. It allowed us to post potential content and evaluation opportunities based on the interests of all the stakeholders Although only one group member took the lead in writing the final recommended program, we were able to negotiate what that program should contain and what ideas would be used. We were learning negotiation skills by negotiating with each other on the content and design of our group project.
This course also provided me with the insight that the proper use of power in program design allows for the successful use of Wenger’s theories of communities of practice in adult education program design. A community of practice approach ensures that the interests of the learners are included in the design of an educational program. Members of a community of practice can easily come together at a planning table and negotiate the development of an educational program.
Wenger’s theory of negotiability played a role in our own community of practice. Wenger (1998) states that, “Negotiability refers to the ability, facility, and legitimacy to contribute to, take reasonability for, and shape the meanings that matter within a social configuration” (p 197). By having a seat at our own planning table, we envisioned ourselves as doctors, and brainstormed ideas that lead to the content and interventions that were relatable to a community of practice based approach to learning. Due to the social nature of learning in a community of practice, we wanted our doctors’ learning to include learning activities ranging from informal dinners to providing patient workshops in their local towns. This allowed our doctors to have the ability to contribute to how their learning would occur and ultimately transform and improve their abilities to communicate with their patients as a result of their own meanings of negotiating learning.
This course provided an excellent example of the use of a community of practice approach to learning. The course syllabus and instructions and lecturing by the professor could be classified as the reification for the course. While the use of class discussions, group work and presentations and reflection piece would be classified as the participation aspect of the community of practice. As a result of this opportunity, each member (student) was given the ability to negotiate their own meaning of the learning the content they were provided in this course. Through learning about the theories and authors associated with this course, we were able participate in designing a program as a community of practice, while uncovering other authors and theories that we were able to relate to the reified course content.
At work, this past Monday, I convened a group of fellow employees together over our lunch hour to discuss how we wanted to approach designing and implementing a fundraising event. We discussed options and negotiated a two part fundraiser that would span over a couple of weeks. We presented it to our boss and she approved it without hesitation complementing us on our proactive approach to organizing the plan as a group. As a community of practice, we learned to negotiate our ideas and interests into a mutually acceptable joint enterprise utilising a scientific approach of defining our objectives. Our course theories at work! I was able to learn how to implement our course work into my everyday life, while learning how to negotiate with my co-workers.
Once again, I was learning, while learning. This course has provided me frameworks to reflect on, negotiate, design and implement successful forms of educational programs in various settings.
References
Hanley, M. (n.d.) Discovering Instruction Deisgn, Part 1 E-Learning Curve Blog. Retrieved May 30, 2011, from http://michaelhanley.ie/elearningcurve/discovering-instructional-design-6-developing-objectives/2009/05/28/
Wenger, E. (1998). Communities of practice: Learning, meaning, and identity (1st ed.). New York: Cambridge University Press.
Wilson, A.L. & Cervero, R.M. (1996). Paying attention to the people work when planning educational programs for adults. New directions for adult and continuing education. 1996(69), 5-13.
Wilson, A.L., & Cervero, R.M. (1996). Learning from practice: Learning to see what matters in program planning. New directions for adult and continuing education. 1996 (69), 91-99.