Impact of Science on Society Essay Example

Impact of Science on Society Essay Example Impact of Science on Society Essay Impact of Science on Society Essay the sky was made up of eight concentric crystalline spheres, each one carrying a planet and the outermost one carrying the stars, which were supposed to rotate east to west. This circular motion, being heavenly, was perfect-except for these planets going what looked like backwards from time to time. Well, that particular little inconvenience was solved by putting each planet in a littie epicycle, or mini-orbit, spinning round and round while still remaining attached to its own individual main phere, which still rotated east-west like it was supposed to. That way, the planets only appeared to go backwards sometimes. The real explanation, that the Earth was moving as well and that this caused the appearance of retrograde motion, was unacceptable within the cosmological paradigm that was still operative in the Renaissance. It was unacceptable because it would have had philosophical and theological implications that were too hot to handle. The Bible would have been seen to be wrong, for example, because it said the Earth didn’t move. So epicycles fit the bill, and kept things the way they were supposed to be. However, you had to have over 70 of them, and even then they didn’t work absolutely perfectly. â€Å"Saving the appearances at all costs† in that way is generally how we react to little inconsistencies in our paradigm. If your paradigm is the rock of ages for you-and it always is-then you let go of it only with immense reluctance. We are, paradigmatically speaking, extremely conservative. Look at how often change is fought in history. Here’s an example that always tickles me. The chain of events back in the twelfth century that set Europe going economically after the Dark Ages was essentially the textile revolution. A new loom came in from Arab Spain. It had foot pedals, which left the weaver’s hands free to weave faster and make more cloth cheaper. The Dutch weavers smashed the thing up because it would have put people out of work. (That was a new idea in the twelfth century. ) A generation later, when the dust had settled, in came the spinning wheel from left field-a total surprise from China. It made thread very much faster than before. When the wheel and the loom were put together, the production of cloth skyrocketed. So there were more riots, because the cloth was linen, which was 8 T h e Legacy of Science made from a plant and was cheaper than feeding sheep and making wool, so the rioters were sheep farmers. But soon everybody was wearing linen, because it was cheap, and throwing it away when they wore holes in it. So there was this giant pile of linen rag lying around fourteenth-century Europe. The price of paper dropped like a stone, because linen rag paper was the best ou could make. There were more riots-sheep farmers again, because parchment was sheepskin, and it had become too expensive to use. So here was enough paper around to put o n the walls, and the scribes were going like gangbusters and pretty soon they were on strike for higher wages because it was a seller’s market. Everybody wanted their paperwork done because the Black Death was just over and everybody was inheriting like crazy. There jus t wasn’t enough writing ability to go around, until Gutenberg came along in 1450 with the printing press. Now this was something the Church wanted like a hole in the head, because it would encourage free thinking-until they realized that you could print indulgences with it. People bought the indulgences, because when they did that they got remission of some sins. With all the demand for instant salvation that followed, the Church made a million-money to build the Vatican, pay Michelangelo’s bill, and generally get involved in prestigious projects that made certain German clerics really mad at this consumerist, moneymaking approach to religion. One of these Germanic chaps nailed up his criticisms, and there was the Reformation. It’s a little oversimplified, maybe, but you get my drift. People in general would rather fight than switch. So, to repeat myself, if the paradigm fits and people resist innovation, why does change happen at all? Well, let me give you some examples of the mechanisms that operate to produce change, and you’ll see why it isn’t that simple. To begin with, often you just don’t know change is coming. Even if you’re personally involved, you may be looking the wrong way at the time, like young William Perkin of London in 1856. Around then, everybody wits looking for benzene rings and chemistry was the flavor of the month, and Perkin, a chemist, was trying to be the young science hero who would save the great British empire by discovering the way to make artificial quinine chemically. You see, 9 The Impact of Science on Society our administration and army chaps were dropping like flies out in the Far Eastern colonies because of malaria, and artificial quinine would have fixed things up right. Besides that, we were having to buy natural quinine from the Dutch in Java, and they charged an outrageous price for it. So that great motivator, money, was also at work. Well, after a bit Perkin came up with some interesting sludge, but one thing it wasn’t was artificial quinine, so he threw it down the sink, and discovered that he had invented the world’s first aniline dye. Made a million. Sometimes, though, you may be looking in the right direction, but you don’t see what’s happening. In 1778, just after you people had gone off on your own and left us with no more South Carolina pitch to put on the bottom of our ships to protect them from rot, the rather seedy ninth Earl of Dundonald in Scotland thought up a plan to recoup the family fortunes by getting tar out of the coal from a couple of mines on his land. This tar would replace the pitch and make Dundonald a rich man. Unfortunately, the British government had already shifted to copper-bottoming its ships, so Dundonald’s coal-heating kiln, where he made the tar, was useless, and so were the vapors he had been watching coming out of the kiln. In fact, he’d even been lighting them and generally playing around, shooting flames out of a tube. He happened to mention this to his friend James Watt, and three years later, Watt’s sidekick â€Å"invented† coal gas. Dundonald died in poverty. However, even when you get what you’re looking for and you know you’ve got it, things can go haywire. Take Benjamin Huntsman, clockmaker, looking for a better clock spring in 1740 because pendulum clocks were no good at sea and you needed a clock to work out longitude, and in an era of great maritime expansion east and west, longitude was kind of essential. Now Huntsman happened to live near a glass works, and he saw the glassmakers putting in chips of old broken bottles, doing hightemperature remelts, and coming out with really great glass. So he tried the trick with steel. It worked, and there was what he wanted, the world’s greatest spring. The point was, Huntsman’s steel would also cut anything you could think of, so what it did for the lathe, and machine tools in general, and micrometers, and precision engineering, and steam engine cylinders, and the whole Industrial Revolution was something nobody could ever have 10 The Legacy of Science reamed of-least of all Huntsman, who sat there saying, â€Å"What happened? † Sometimes the catalyst for major change will simply come in, totally unexpectedly, from outside your paradigm. Take the case of the compass. It came in from China via the Arabs in the twelfth century. Nothing much happened until Sir Francis Drake came back from over here complaining about the way the needle did funny things when you got across t o this side of the Atlantic. Queen Elizabeth’s doctor took time off (18 years) to look at why, and decided that the Earth was a gigantic magnet with poles. OK, so what? Well, to carry out his experiments, he built himself a lot of balls of various substances-lodestone, amber, sulfur, glass, and so on-to represent the Earth, so he could see what they did to his compass. As he busily rubbed these balls to make them attractive to his needle, he noted somewhat disinterestedly that sulfur was very attractive, and added a minor footnote to that effect. Around 1640 the mayor of Magdeburg in Germany, one Otto Guericke, read the aforesaid footnote and tried the trick again. While he was rubbing his sulfur ball one day to make it attractive, it cracked and gave off a spark, and-yes, you guessed it-electricity. From the compass. From China. Even if you’d spoken Chinese you wouldn’t have seen that one coming! One of the most common ways change is generated is through interaction between one factor and another, and usually in unexpected concatenations. Take the skills a goldsmith has. He’s good at working soft metals and using molten alloys, and the hallmark of a good goldsmith is just that, his hallmark, the punch that puts his impress on his work. If you are capable of seeing that punched image in reverse, you can see how to cast a shape in the pattern made by the punch. And the pattern could be a letter, in metal, which is why printing was invented by a goldsmith-that’s what Gutenberg was. This interaction that can lead to change is often caused by imbalance, a kind of domino effect. The well-known modern one is that of the superplants. They give great yield-better than the old, less productive types. But they replace variety with a monoculture, and, if disease hits that, you’ve got no fallback. That kind of domino effect-the knock-on effect of imbalance in one area upon another-gave us one of the major scientific 11 T h e Impact of Science o n Society discoveries in history. When cannons started being popular in the mid-fourteenth century, they pushed up the demand for metal, and that got people deeper into the ground than before. One of the things they found was that the deeper you go, the wetter it can get, and the old suction pumps wouldn’t lift the water up higher than about 30 feet. Well, this problem caused all sorts of grief until one of Galileo’s boys, called Torricelli, worked out that it had something to do with atmospheric pressure. A friend of a friend of his went up a mountain with a tube of mercury to see if pressures were different up there and down here. Well, they were, but what was the gap at the top of the tube full of mercury? It was the thing everybody said didn’t exist-the vacuum. And suddenly you had barometers, airpumps, a new view of interstellar space, and a very different basis for science. Now, the mechanism by which change can be generated isn’t by any means always a technology-technology interaction. Take the ultimate effect of the telescope. When Galileo looked through it he saw satellites circling Jupiter. That blew a hole in the Earth being the center of everything, took humanity off its special philosophical pedestal, and prepared the way for a universe that wasn’t arranged the way Aristotle had said, but the way Newton was to say-like a giant clock, running by itself, with God maybe long gone on other business. Religion took a knock from that from which it never fully recovered. The German mathematician and businessman Gottfried Leibniz, working on the planetary dynamic problem at the same time as Newton and looking at the kinds of mathematics you’d need to measure infinitesimal rates of change in movement, decided that he had his hands on a tool of cosmic philosophical significance. If you could measure that infinitesimally, were you getting to be able to measure the basic units of existence? If you were, said the philosopher Immanuel Kant a bit later, you could discover and measure the way all things shaded into all other things at that scale. The new philosophy became known as. naturphilosophie. Its concept of â€Å"oneness in all† spawned romantic poetry and music, nationalism, and revolutions including yours. It won’t surprise you to know that Jefferson wm a naturphilosophe. Naturphilosophie also helped to bring about modern medicine. In 1810 a French surgeon named Xavier Bichbt, another follower of the new philosophy, went looking for the vital, infinitesimally small bits in his I 12 T h e Legacy of Science business, and found body tissue-20 types of it. Incidentally, he set the fashion for grave robbing and also noticed that, if you were sick, changes showed up later on in the tissues of your unfortunate corpse. Maybe these happenings could be correlated. So pathological anatomy was born, and with it the modern idea of disease as a localized phenomenon, as well as the opportunity to look for, and find, bacteria. Canal building, spurred by the transportation needs of the industrial revolution in Britain at the beginning of the last century, turned up fossils in the strata they were cutting through. However, mysteriously, some of the fossils were of animals that didn’t exist any more, and most of the strata didn’t have fossilized humans in them. Well, here was a big problem! God was supposed to have made everything a t once, during creation, and yet here were some animals that obviously had failed, and no people back at the beginning of everything. So what was this-mistakes by God, with some things having been created later than others? Well, you know where that led. By the time the geologists had finished discovering that the extent of the entire fossil record through time was like an eyeblink compared with the age of the Earth, it was a simple matter for the whole thing to be organized into a new view of things by Darwin. This brings us to the materialist, physicalist world we live in today, where people maybe aren’t something special created by God in his own image but just a pile of chemicals. This is also a world where one interpretation of what Darwin meant by â€Å"the survival of the fittest† boosts rugged individualism and makes life not so easy on the underprivileged, and where his idea of â€Å"perfectable humans behaving according to laws like the rest of the organisms in nature† and, therefore, being part of societies that perhaps can be â€Å"changed for the better† is alive and well and regimented in the Siberian labor camps. I went through all those examples of change in action at length to give you a good idea why, when paradigms start to shift, the unexpected way they go is a shock to the system. This is why any time you do manage to produce a way of thinking or of doing things that seems to work well, you hang onto it. If you can work out a way to maximize what your society can do with the tools at its 13 T h e Impact of Science on Society disposal-give it the widest flexibility in terms of individual action and at the same time protect it from random, maverick action with some kind of rules-great. That’s why the institutions survive; they’re set up with the tools of the time and they’re systems that permit routinization of the group’s operating problems SO the individual members can get on with working or having fun while the institutions handle the day-to-day running of the place. So we keep the institutions that appear to do a good enough job because it’s easier than handling the problem of assessing how well whatever new tools you might have come up with could handle the same basic daily problems in radically restructured institutions. So never mind if the institutions don’t quite fit the new paradigm you’re moving into with your new tools; it’s better than experimenting. Corn, after all, is only corn because it’s stood the test of time. So most of the institutions we live with are, in some aspect or another, anachronistic. Take the law. Cross examination originated far from the courtroom, as a teaching technique in eleventh-century Italy for making sense out of old manuscripts. The technique was called glossing. Another institution, the language I’m speaking now, effectively froze when it was printed in grammars in the fifteenth century. The modern university started life as a place in twelfth-century Bologna designed to train lawyers to handle jurisdictional and property cases, particularly between the Pope and the Emperor. Many of the internal structures of our universities, at least in Britain, remain unchanged since that date. Representational government is something that was thought up in the eighteenth century when only the foolhardy few would risk the mud and the bandits to get to London or Philadelphia. We hang onto institutions as if they still meant what they did originally, as if the paradigm in which they originated hadn’t shifted. We accept politicians talking about what they can do to the economy as if the world still consisted of independent, separate sovereign states whose acts had no effect on each other, or as if the meaning of fundamental beliefs had not changed. One good example is yours: â€Å"Life, liberty, and the pursuit of happiness† means nothing like what John Locke meant when he thought about it in the seventeenth century. Our freewheeling adaptation of t today would have shocked him rigid. â€Å"Liberty† for Locke meant 14 The Legacy of Scaence knowing and accepting where you stood in society and sticking to the rules that governed social class mobility, such as it was. â€Å"Happiness† meant amassing property and riches without being bothered by government! He would have thought we were living in anarchy. Be that as it may, we regard the institutions and their associated slogans as helping to preserve cohesion and stability in our paradigm-except that this is a cohesion and stability which is, as you’ve seen, at best transient. Once the French philosopher and permanent exile Rend Descartes got his hands on the way we in the West thought, stability and permanence went out the window. Before Descartes and his seventeenth-century paradigm shift, you said credo ut intelligam-I believe, and through my belief I come to understand. After him you switched it around: intelligo ut credam-give me the facts and I’ll let you know. In his great Disc o w s Sur la Methode (or, â€Å"how to think†), he gave us the modern approach. He called it methodical doubt. He said, â€Å"If they tell you it’s certain, call it probable. If it’s probable, call it possible, and if the deal is that it’s possible, forget it. † And Cartesian methodical doubt is the engine of the modern scientific world and the bringer of accelerating rates of change. So, where have we ended up? If the mechanisms of change are as serendipitous and as hard to second guess as I have suggestedand we are, thanks to Descartes and others, in a world of increasing rates of change-are there any lessons to be learned from the past to help us at least adapt? Is it true that those who are not prepared to learn from the past are condemned t o repeat it? Do we really only know where we’re going if we know where we’ve been? Well, there are repeating factors, back then, that seem to be present when change occurs, much the way cholesterol is with heart attacks, present and only maybe causative. First there’s the one that appears to be the most obvious, that change happens because you need it-â€Å"Necessity is the mother of invention† and all that. There’s an interesting study of Europe up through the late Middle Ages that seems to show that innovation happens and is taken up most in areas of marginal circumstances and stress, and least where things are pretty comfortable. Let’s look at the ancient Egyptians. When you’ve established the simple fact that once a year the Dog Star, Sirius, appears just 15 T h e Impact of Science on Society before dawn (after having been invisible for seventy days) and one day later the Nile floods and dumps fertilizer and water on the land, and that it does so with extraordinary exactness every year, you develop a calendar just to tell you which day Sirius is going to appear, dig your irrigation canals, and sit back. That’s all you need in the way of new tricks, so Egyptian society never changed after that initial step. It never needed to, in 3000 years. But the ancient Greeks? Well, put yourself in their position. In the eighth century B. C. you live on narrow coastal strips in what is now modern Turkey, in littIe city states with just enough to survive on. The weather is lousy and uncertain, and the barbarians are clobbering you with regularity. You’ve got to get out and trade, make a buck, just to keep going, so you think up ways of systematizing the method of hustling business. You look up at the sky, and what you see is not Sirius rising and nothing else; you see a great road map for your seaborne traders to use. You work out star tables to navigate by, and the more you look, the more you see that the permanent perfection of the night sky is a lot different from the temporary mess down here. So curiosity becomes a way of life. No wonder the Greeks invented their particular form of curiosity. (They called it philosophia. ) It’s what you get when you’re looking for answers. In a sense, it was Greek philosophy, born of their difficult circumstances, their desire for answers to questions, that started change happening in Western culture. What got it accelerating, though, was something else, and that’s the ease with which people communicated, moved ideas around. The easier you cross-talk, the faster change happens. Take medieval Europe. When the Vikings and the Saracens and the Hungarians stopped the rape-and-pillage stuff in the tenth century, people started coming out of the woodwork and building little roads toward each other and traveling along them. The next thing you know, you got the medieval water-powered industrial revolution, which kicked the European economy into high gear within three generations. In the Renaissance, a hundred years after the arrival of printing, you had 20 million books, most of them in specialties that could only exist when the specialists had a way of reading each others’ stuff. This gave us nothing less than the scientific revolution of the 16 The Legacy of Science sixteenth and seventeenth centuries, and a slew of people talking the kind of incomprehensible stuff most of you live with in your area of expertise. Don’t be insulted; how much do you understand of the language of paleontology? Specialization is essential. I’d hate to have flown here in a plane designed by a plumber. To return to my point about communication, in the nineteenth century, after the development of electromagnetic systems for moving messages around (Le. , the telegraph and the telephone), the whole body of modern science emerges-in particular, physics. So, the ability to communicate seems to be a basic factor in the mechanism of change, and we have communications today that make earlier forms look like hieroglyphs painfully chiselled out in stone. New developments in areas like magnetic bubble domain memories and superconducting materials will enhance our ability to use data beyond anything we’ve even begun to think of. With our present facility for communication, we’re doing more of one particular trick than at any time before. And that trick, it seems to me, is putting things together. Let me suggest a new axiom: juxtaposition is the spice of life. Humanity’s biggest talent, unique t o us, is juxtaposing, finding and operating novel relationships between things or ideas. Indeed, at the turn of this century in Vienna, a group of thinkers who were to have a profound influence on Einstein (the positivists, led by Ernst Mach) came t o the conclusion that all science could talk about was relationships. This was after Michelson and Morley had failed to find the ether. You remember that up in Cleveland in the 1880’s the two of them were looking for a medium that would be the carrier of light, magnetism, and electricity. Everybody called this medium â€Å"ether. † Well, Michelson and his friend were trying to show that the two halves of a split light beam would come back together again, out of phase, because one-half had been shot in the direction of the Earth’s travel against the so-called stream of ether) and would take a while, and the other, which had gone perpendicular to the ether, and so wouldn’t suffer drag, would return early. Actually, there had been no difference at all. The beams arrived back simultaneously. Then Fitzgerald, in Dublin, made things worse by saying that this was because the forward motion of the Earth was contracting one part of the instrument exactly the right amount to give the 17 The Impact of Science on Society forward-moving beam a shorter route to travel, so it could get back exactly that much faster, and match its other half. And, the experiment could never be carried out without that happening. SO, whether or not there was an ether, you’d never be able to find out, since all you could get would be the local-effect results from your work. That led the positivists to state that science could only ever produce relative, not absolute, results. All you could talk about was relationships. But I mean relationships in a rather more limited sense-the sense of the way properly original thinking involves juxtapositions that have never happened before. Of all the mechanisms of change, it seems to me that this is the fundamental one, the on-the-spot local â€Å"fitting together† of disparate phenomena that comes up with the kind of changes I’ve been describing. This ability to juxtapose is not a very surprising one; it’s logical enough in the light of our own neurophysiology. Recent ideas on neural activity suggest that the brain operates in a very associative way, with small neuron clusters containing core concepts, rather in the way a battery holds a trickle charge. These core concepts would be irreducibly small fragments of sounds or sights, or any phenomena that you experience. And these clusters are all, in some way, apparently interconnected, set up in microcolumns and macrocolumns, each column made up ofmillions of these lit,tle clusters of neurons. Now, if you consider that the brain passes information by means of synaptic junctions (the bits where one neuron almost touches another) and that there are potentially more of those kinds of connections in the brain than there are atoms in the known universe, you get a feel for the immensity of the network. With this ssociative system, to retrieve data, you go in, so to speak, anywhere on the network and find the target by association. Given the scale of things, an associative approach might be the only way the whole huge complex could work. Anyway, retrieval by association would be a good survival mechanism, because it would make you very flexible. The other interesting thing about functioning in that associative way is that as you head along the associative links toward the target, you may become aware of other core clusters that you weren’t aware of before, because in a sense you simply drive through them. That, in the simplest sense, would be why the brain is 18 The Legacy of Science i capable of associative chains of thought like this one: look, see, water, glass, mirror, image, painting, oil, Arabs, desert, sand, castle, and so on. It’s why poetry works: â€Å"What oft was said but ne’er so well expressed. † Jokes appear to work like that too; the punch line makes an association you hadn’t thought of before, and you laugh because you didn’t get to the new associative link before the person telling the joke (which is bad for survival, but, as it turned out, you weren’t in any danger). Let me try what I mean. Take the concepts â€Å"bird† and â€Å"fruit. † All of you have those concepts associated in your own personal way in your network. I don’t know whether it’s like mine, with â€Å"bird† and â€Å"fruit† associated by â€Å"trees,† but let me see if I can put those two concepts together in a way that they’ve not been put together in your brain before, and we’ll see if my theory works. A drunk goes up to his host at a party and says, with all that clarity used by the very small and young: â€Å"Excuse me. Do lemons whistle? † To which his host replies: â€Å"No, lemons don’t whistle. Why do you ask? † And the drunk says, very chagrined: â€Å"Oh. In that case, I have just squeezed your canary into my gin and tonic. † You see what I mean. What I’m saying is that the basic mechanism of change-the juxtaposition, in a novel relationship, of apparently unrelated phenomena- may operate in the same way a good joke does! It may also be why change is almost always so serendipitous and unexpected-and hard to forecast. Given all I’ve said so far, let me be extremely speculative. We’ve seen how the model I’m talking about functions, and some of the ways in which it’s changed. We’ve seen how difficult it is from within the paradigm to see why moving to a new model would be beneficial-â€Å"Better to keep the devil you know. † We’ve seen that when paradigms are about to crack, there’s generally some social unrest going on. In Copernicus’s time it was barbecuing freethinkers (they called them heretics). With Darwin it was supposed to be the end of beliefs and standards. In the thirteenth century they said paper would devalue the words written on it, and for Gutenberg it was, â€Å"Printing will take away our memories. With us, it’s all the words you see in the media: alienation, frustration, me-generation, immorality, illiteracy, and so on. So is our paradigm about to go through some of the agonies I’ve 19 T h e Impact of Science o n Society been describing? Is it due t o shift? Well, obviously it is. But let me suggest that instead of moving to a radically new paradigm, we may, because of the tremendous faci lity for interaction that communications gives us, be moving to a no-paradigm culture. If a paradigm is, and has always been, a structure built on an agreed core of common beliefs, knowledge, value judgments, social constraints, and so on, then are we heading the opposite way, to a situation of no common agreed center, of shifting, pragmatic local standards, with failure of what we used to call consensus and regionalism globally on the increase again after the early years of P a x Americana, with the nation-state obsolete, and so on? We would be a society physically and psychologically fragmented, because with soft energy options and telecommunication, â€Å"centralization† and â€Å"economies of scale† (those catchwords of the last years of the Industrial-Revolution paradigm we’re coming to the end of) are no longer necessary. To those of us condemned to repeat the lessons of history because we won’t learn from them, what I’m describing sounds like a frightening prospect. Chaos is what it sounds like, but isn’t what’s happening just a paradigm shifting (like all the others did) because we’re ready for the shift? Change occurs ultimately because we want it to. We have the tools because at some time we decided we wanted them. These new tools, provided by science and technology, are more than just tools-they’re instruments of social revolution, violent or peaceful. As the tools change, so too does the ability of society to organize itself. Once we needed god-kings, or feudal lords, or absolute monarchs, or no sex before marriage, or empires, or 12-hour days, or whatever, to keep ourselves together. Now, maybe, we don’t need centralized social structures and rigid regulatory mechanisms any more. We are, after all, as Immanuel Kant said, creatures of the imperative. If the ethics start to get in the way, we dump them. But let’s take a brief look at the kind of behavioral social dumping we may be up against with some of the possible results of our newfound abilities t o initiate change much more readily and rapidly because we can juxtapose things inside the computer, where we have a facility for juggling the mix like never before, at a rate and in volume almost astronomical. And, by the way, for those of you who feel nice and safe because of the old sayings â€Å"Garbage 20 The Legacy of Science in, garbage out† and â€Å"A machine is only as good as the people punching the buttons,† try some of the newer heuristic systems that learn from their own experience. The main thing, it seems to me, is to remember that technology manufactures not gadgets, but social change. Once the first tool was picked up and used, that was the end of cyclical anything. The tool made a new world, the next one changed that world, the one after that changed it again, and so on. Each time the change was permanent. Using the tool changes the user permanently, whether we like it or not. Once when I was in Moscow talking to academician Petrov, I said, â€Å"Why don’t you buy American computers to get you into space quicker and more effectively? † He replied, â€Å"No fear; they’d make us think like Americans. † You only have to go back a few years in this century to see how our gestalt, our way of behaving, our values, have been changed by science. If I say just a few names, you’ll get my point: the Pill, calculators, jet airplanes, television. Take those examples and look at their secondary social effects. Yes, the Pill has made family planning feasible, but now the Third World regards it as a suspicious imperialist Western trick to keep their numbers down while we go on with our â€Å"economic imperialism. † Calculators have changed the meaning of testing people in certain kinds of knowledge, which we need to do to ensure publicly accepted standards of professional ability. Jets mean people can now fly and visit the ends of the Earth, but they also mean that we export our way of life and our sometimes unacceptable value systems to places that neither want nor need them. Television makes my life one of totally vicarious experiences. It gives me packaged glimpses of the world beyond my horizons, takes away my comfortable preconceptions, and replaces them with glossy, quick-fix substitutes that are even less good to me than my preconceptions were. All I know now is that I don’t know! To get back to my â€Å"dumping† idea, you see how the gadget changes more than just what the ad says it will do. With our rates of change, the only constant in our paradigm may well become change itself. All you can be sure of about tomorrow is that it will go on being different, and, if you’re lucky, only at the same accelerating rate. Above all, the judgmental systems from the old paradigms may 21 The Impact of Science on Society not work in that world. Today we are, in fact, the last of the old world, living with institutions that are already creaking, facing twenty-first-century problems with nineteenth-century attitudes. Most of us find difficult to accept what we might have to dump. We face questions like these: If criminality is caused by XYY chromosomes, who do you blame for a crime, and why do you punish at all? When everybody has a home computer work station, what happens to unions, the infrastructure that runs the roads and transportation systems, the community life that â€Å"work in a central location† means, the new isolation of being alone most of the time? If data banks carry all the knowledge we possess, to be accessed at need, what will be the purpose of memory, of â€Å"knowing† anything? And what happens if what you got from the machine yesterday (what we’ll call â€Å"what you know†) is different when you go back to the machine today? If you have no expertise because expertise is no longer necessary, what are you left with? If technology provides virtually free energy, with the ability to turn anything into anything else (which we can already doit’s just too expensive to be feasible), and we no longer need the raw materials we used to because we can now make them, what happens to the materials producers in the Third World? Unlimited energy, the so-called philosopher’s stone, brings far more questions than answers. Not the least of these is the new importance it will have for the planetary heat budget, which at the moment is pretty much only the business of nature. Well, my guess is (and here I remind you of the unquestionable value of any guess made from within the inevitable limitations of our paradigm) that we’re all headed for one of two kinds of future. In one future, we take on the new data systems the way we took on all the other tools in the past, with a view to making them do what we’ve always done up to now, only better, faster, and cheaper. In this case, I think we’re in for a dose of Luddite reaction as our social structures fail to take the strain of that much shift that fast in the working habits of the population, not to mention 22 The Legacy of Science the redundancies that come if all you do is replace people with machines. The other problem with that old-paradigm approach is, of course, that you do what Bell up at Yale says, and turn into a two-class society. You have the numerate, who have access t o and ability to maximize use of the data systems, and you have the leisured serfs, who don’t, and who get paid for a 10-hour week with nothing to do but wish they knew how to use their spare time. It has often been said that the public doesn’t appreciate the speed with which things have developed in data systems. I like the analogy that if your Rolls Royce had done what computers have done over the last 20 years, it would cost a dollar and do a million miles to the gallon. People, I think, just don’t understand the velocity with which this new post-Gutenberg era is coming toward us. The other future I mentioned is a good deal more difficult to forecast. It’s very much up in the air. All I can do is to be extremely speculative again. I suppose what I’m suggesting is a crash restruchring of the educational system. I’ve been a teacher myself, so I know how easy this is to say and how difficult to do. However, if we were to manage some kind of interdisciplinary curriculum that taught people not the facts, which would be obsolete before they used them, but how to use the data systems to juxtapose, to look for relationships in knowledge, to see patterns in the way things happen and affect their lives, then perhaps we would be moving toward a very different type of society, one free of a central paradigm at all. After all, the only need there ever was for a paradigm was based on the strictures placed on society by its contemporary tools-or rather, lack of them. Now we have a tool-electronic data systems-that could lift almost all of those strictures from us, that could create a society that might be pluralistic in the extreme, lacking in any of the virtues we now ascribe to concensus, materialistic in every sense, highly articulate, what we would call unethical and immoral (what it would call pragmatic), selfsufficient (what we would call isolationist), libertarian (what we would call permissive), and above all, open-minded, curious, and tolerant. Sounds like a weird mix? Well, you asked me here to speculate. But in one sense it‘s what we’ve been heading for all along-a kind 23 T h e Impact of Science on Society of controlled anarchy, kept in balance by the electronics. It’s the truest version yet of what John Locke meant by â€Å"the unfettered pursuit of happiness by every man. † And if the vision bothers you, remember that once we decide that the paradigm is shifting, we adapt extremely quickly. Your great-grandmother, after all, would have thought you a drug addict for taking an aspirin. Question: You discussed the future paradigm as perhaps being nonexistent. Is it possible that the paradigm might be evolving just as human evolution evolved to the point where it is reaching its own sense of oneness with its future? In other words, we are part of the paradigm and the paradigm is what is evolving. We are part of the evolution. Answer: The great thing about that question is that it’s unanswerable. I mean, by definition it’s shear speculation again. All we can do is talk about it because we’re inside the paradigm. These wild speculative guesses are set in concrete because they’re within my paradigm. If they sound wild you should hear what happens if you come from another planet. Question: At the end of your talk you quoted Locke and said we should all seek our own happiness. Happiness is a paradigm. We all live in dreams. Every person has his own idea of what happiness is. We have paradigms that are imposed on us by the world, but we each have our own paradigm. I don’t know what human life means without dreams that are paradigms. Answer: Yes, I think that’s very well said. All I was suggesting was that this might become more possible than in the past. I didn’t mean that you lose your paradigm. I meant that perhaps your paradigm becomes a little less constrained by everybody else’s paradigm. Question: As scientists working for the government we are often asked to forecast what new inventions we might come up with over the next year. I wonder what implications that has for our role in bringing innovation into the world. Answer: I think it’s a superb example of what I was talking about. The government decides to make you decide what you’re 24 The Legacy of Science going to discover, and if you don’t come up with it you lose the grant! Question: Of all the countries you’ve worked in, which one, in your opinion, provides the best education, and, in particular, how do you view education in the United States? Answer: That sure sounds like a quick way t o get my head chopped off! I think educational systems tend to be structured according to the societies in which they work. I mean, our educational system in England is extremely difficult, different from yours, and very elitest. A very small percentage of us go to university, and we’re used to choosing the subject that we study at university a t the age of 16. We specialize in only two subjects from ages 16 to 18, and we then take a national examination in those two or three subjects. Only one of those subjects is what we go to university for, if we pass a competitive examination to get a place at the university, and the ratio is usually about three or four hundred people to each place. Now, we have to have an elitest educational system like that because we are very small and we’ve become quite poor ever since we lost the jolly old empire. If we didn’t have that kind of high-quality turnout we wouldn’t have enough people producing enough stuff on the market for us to sell anything to anybody. So I think we have an elitest educational system not because it’s a hangover from the old imperial days, but because if we don’t produce a very, as it were, sharp-edged elite intellectually, we won’t be able to compete with giants like you on the market. Question: I would like to ask whether the, what shall I say, elite in Britain and perhaps in Western Europe believe in full employment not merely because of the necessity for having the things that people produce when they’re fully employed, but rather as occupational therapy for the masses, around the idea that idle hands do the devil’s work, and that whereas intellectuals can keep their minds occupied and out of mischief, the common man is not capable of this. George Orwell said something like this (and it’s not something I agree with), but I would remark that Eric Hoffer said the common man was lumpy with talents and could do all kinds of things besides produce goods and shouldn’t be viewed merely as a production machine. Can you speak to that, sir? 25 T h e Impact of Science o n Society Answer: Well, I can’t speak for all of Europe, but I think the French probably think that full employment’s essential and they’ve had four devaluations of the franc as a result. It seems to me that full employment is a relatively new phenomenon. We’ve slid over into economics, and I’m extremely worried-I think anybody with any sense and honesty always is, in that subject. However, I believe I’m right in saying that full employment is a twentiethcentury phenomenon. The concept didn’t exist to any great extent at all prior to that. And I think it probably came at the tail end of a very healthy, burgeoning post-Industrial Revolution in both America and Europe. I think what we’re seeing now is a transition period to what Bell calls a post-industrial society, and it’s a period aided and abetted, of course, by the recession, which is caused not by the fact that we can’t switch paradigms but because oil costs a great deal. I think the situation, fortunately for me, is so confused that no clear statement can be made on it by me or anybody else except a politician. Question: If I understand you correctly, it seem5 to me that you’re putting out the impression that our technology is running away from our society. In other words, it’s speeding up at a rate that we can’t quite keep up with. In the past, when this has happened to societies, some major upheaval has occurred, whether it be sociological or financial, economical, or revolutionary, like wars. Do you have any idea what is going to cause us t o catch up with our rapidly advancing technology? Answer: Well, I think part of what I said earlier indicates what I think about that. First let me just dispel any idea that I believe in the so-called force of technology. I mean, technology is what people do. You invent the tool because you want it, or because you perceive an imbalance or a need, or you’re just greedy. You say, â€Å"I want this piece of technology,† and it comes into existence and you use it. I think society gets technology as it gets governments that it deserves. Sometimes, but not very often, technology tends to go a little faster than our ability to keep up with it. I’m not sure that this has happened to any great extent in the past, but I’m sure that it’s about to happen now. I think anybody with any sense would recognize that electronic data systems are going to make a quantum leap in terms of the effect of juxtapositioning, as I said earlier. As to what we can do about it, it seems to me that the 26 The Legacy of Science only way to get into it is through the educational process. It’s too quick, and you can’t have a quick-fix answer. It’s no good teaching us what to do. I think you’ve got to begin with the children who are 4 years old now and start the process there. As I said, I just hope some teachers who are better than I am at organizing this kind of thing in education, which is tremendously difficult, will get on with it, but I can’t see any other way of doing that. We are up against a period of very difficult transition. Question: Being somewhat of a video game fanatic, I’ve noticed that extremely small children play video games much better than anyone else. They’re well adapted to the electronic age because they have far fewer preconceptions, apparently. The way things are going, it looks as if things are going to get less and less expensive and more and more reachable in terms of the spread of technology and the spread of knowledge. Everyone can learn. Even if we can’t feed everybody in India, we can teach them all how to read. Pretty soon everybody will have his own terminal. Now, over the years, one of the major complaints of the Third World, even the Third World in the United States, has been that they never had the chance to get a leg up because they were deprived from the start. So, could it be possible now that we really will achieve a parity of sorts because everybody will have the same chance once this technology becomes more equally spread? Answer: Well, it depends entirely on what regulations are applied to the use of the technology. If I live in a totalitarian state and I produce a computer you can bet the people who use it are going to use it in a very different way than they use it in Spokane. As Pe

Business Strategy Essay Example | Topics and Well Written Essays - 1750 words

Business Strategy - Essay Example The important part of the business strategy is to ensure that the resources and the competencies are evaluated and much more understood. The process is known as strategic audit of a business strategy (Government Commerce Office Great Britain, 2004) An example of strategy is like a situation where a business decides to start operating beyond the borders of its home country. Literature Review Phases of Strategy Execution Before embarking on the study, it is important to know what a business strategy entails and the steps of forming and implementing a business strategy. The prime steps in executing a strategy include, the formation and analysis, development, implementation and review of strategy as per the international marketing strategy book by Doole and Lowe say in their book. Basically, formation and analysis of strategy is the introduction of international operations of business in an international environment of trading. Considerations have to be considered with regards to cultura l and social environments of international marketing. Development of strategy focuses on the fact whether a business is medium or small sized. The world strategies of a business are considered and the entry to a given market alike. There is also the part of the international commodity management. While implementing a business strategy, there are functions involved with the likes of international way of contacting other businesses and basically the communication part of it. There is also the management of the international logistics and distribution. The prices are also set that suit the international market. Enabling technologies are put in place as well. Reviewing of a strategy as the last step is the reviewing of the implemented strategy to asses its performance. This involves evaluating performance and initiating adjustments meant for correcting long term direction, condition changes, new ideas and emerging opportunities. It aims at deciding on the continuity of the companyâ€⠄¢s vision, the objectives or the implementation methods of the strategy. (Doole and Lowe, 2008) This study is for the purpose of expounding on the issue of strategy and in terms of a specific case of Starbucks Company and it is going to consider the company in all fronts of a business strategy. That is, in terms of the four major steps of coming up with a business strategy; forming, developing, implementing, and reviewing of a strategy for an organization. One of the business strategies Starbucks has had in the recent past is the internationalization strategy. This strategy was done in the four steps aforementioned. These are going to be explained in the following write-out. Basically, Starbucks Company buys whole bean coffees and roasts them. It also makes offers of fine pastries, premium Tazo teas and other delicacies. It provides an entertainment environment as well for the visitors of their shops. (starbucks, 2011) Starbucks is a renown brands of those brands of coffee sold glo bally. It is now established in around 43 nations with about 15,000 franchises of coffee shops around the globe. This company was first set up in year 1971 as a small coffee retailer specialty and it was in Seattle. (Daft, Murphy and Willmott, 2010 p49) Starbucks has since 1971 had a change of direction by entering new markets such as Japan, Hawaii, Singapore, and since year

Proof of haven Essay Example | Topics and Well Written Essays - 1000 words

Proof of haven - Essay Example As he gives his narration, he tries to prove that what he experienced through the journey was purposeful, an experience never witnessed before. Taking a stance on whether the account given is true or not, it is important to consider the kind of evidence presented in the book. Nobody has ever been to heaven, and as such, it is difficult to deduce the reality of what heaven is like. While the bible explains how heaven is likely to be, the fact remains that neither of the bible accounts describes vividly of what heaven is like. Jesus himself gave insights of what life in heaven would be like. As he warned sinners of eternal suffering, he promised non-sinners eternal happiness, one that would never end. Jesus, being the son of God was the best source of such information; he lived in heaven with his father God before coming down to rescue God’s children from the evil one, he sat at the throne and was part of the trinity. Therefore, when he promises of peace, joy and unending happin ess, he means of exactly what he witnessed in heaven. Other accounts are through prophets, who prophesied of the events that would characterize the second coming of the son of God (Mawungwa, 15). At the time of his second coming, prophesies say, all dead will resurrect, and will ascend to heaven (Royalty 48). In heaven, the road is narrow; it is times narrower than the highway of hell. The road will not be an easy one, as biblical accounts hold. It will be rocky and thorny; it will be full of challenges, contrary to the road leading to hell, which will be full of happiness. However, in heaven, the joy that the faithful will have has no comparison with any worldly happiness (Royalty 49). People will bow down in front of his majesty. He will be sitting at the throne, in his white robe, and Jesus on his side. With the promise of heaven being a hot topic among Christians, different people try to visualize what it would be like in heaven (Mawungwa 15). It is a place we long to be, an exp erience we would like all to have. With every person having hopes of ever stepping into heaven, different people have come up with claims of having been to heave. The recent case is Dr. Eben Alexander’s account of his journey to heaven and his near death experience. Many people, especially the medical practitioners and physicians have strongly refuted his claims, terming them as baseless and false. In fact, some believe that during the entire coma, he was hallucinating, something they doubtfully have proven. Others believe that he actually was not in a coma as he alleges, but was rather faking it. The credibility of his professionalism have also come up, with different professionals accusing him of having tried to forge documents to cover up flaws and messes he had committed in his medical career. Personally, I do not base my assertions on the credibility of his medical career or whether the coma was self-induced or not. I base my arguments on the fact that he cannot prove be yond reasonable doubt that he was in heaven. Additionally, his account is flawed with things that do not add up, regardless of the chronology of events as he highlights them. Dr. Eben Alexander, in his account explains what happens when a person dies. After his death, he first went to the underworld before his ascension to the sky. In his description of the underworld, he gives what appears to happen in horror movies,

Critical Pedagogy Is Very Broad Education Essay

Critical Pedagogy Is Very Broad Education Essay The literature of critical pedagogy is very broad indeed and contains dense information. In fact, the political perspective of critical pedagogy towards the curriculum contributes much to creating abundant scholarships in the field. In addition, as many authors perceive, critical pedagogy lacks a set of definite principles; which makes the process of setting a unified definition of its premises so challenging. Still, the implementation of aspects of critical pedagogy in the classroom setting can have wide scale results on the teaching process as a whole. Hence, it is important to give a brief examination of the literature of critical pedagogy, an analysis of its core principles, and an investigation of the critique directed against its assumptions. By virtue of being critical, critical pedagogy and critical thinking share some common grounds. However, despite the existence of the critical stance in both disciplines, there are broad differences between them. One of these differences is related to the expectation of action in each discipline. In its emphasis on analysis and deep interpretation, critical thinking does not necessitate any action to achieve social change. On the other hand, the principles of critical pedagogy aim at creating a social action that comes mainly through educational practices. Another important difference has to do with the scope of interest of each discipline. Critical thinking is, by definition, individualistic and largely ignores the collective relations. Critical pedagogy, on the other hand, is more concerned with corporate action; that is why, as Burbules and Berk suggest, in critical pedagogy individual criticality is intimately linked to social criticality (55-56). Critical pedagogy might also be thought of as an extension of critical theory. Both critical theory and critical pedagogy employ their strategies with view at obliterating the hegemonic collective standards and paradigms. However, critical pedagogy is different from critical theory in the fact that it is mainly an educational philosophy that reacts towards the oppressive systems in the educational arena. The primary concern of critical pedagogy in this aspect is with issues that have to do with maintaining equal opportunities and establishing dialogical mode of discourse. As Burbules and Berk put it in the language of critical pedagogy, the critical person is one who is empowered to seek justice, to seek emancipation (50). Collins also describes the framework of critical pedagogy as being realistically involved in enlarging the sites within our institutions where genuine, noncoercive dialogue and reasonable opposition to oppressive bureaucratic controls can emerge (63). This proves that critical pedagogy involves an entirely new orientation that departs from traditional models of education and embraces a number of principles that may not be familiar in the generic pedagogical systems. The basic characteristic that separates critical pedagogy from other approaches is its celebration of social justice and emancipation. In addition, a critical approach to pedagogy is distinguished by an emphasis on dialogic interactions with view at giving equal opportunities for all voices. Critical pedagogy values the students experiences and locates these experiences at the centre of the learning process. The mission of critical pedagogy is more complex than it seems to be, and its scope encompasses a plethora of pedagogical approaches and practices. In Life in Schools: An Introduction to Critical Pedagogy in the Social Foundations of Education, McLaren points out that critical pedagogy aims at investigating, questioning and changing the relationship among different factors in the learning experience. These factors include classroom teaching, the structure of the school, and the social relations with the community. This imposes a great task on the critical pedagogue as he has to take into account a wide range of social and educational variables in his work (26-28). Critical pedagogy has its roots in Paulo Freire who is generally considered to be the inaugural philosopher of critical pedagogy (McLaren, Paulo 1). Although at first Freire dedicated his efforts to issues related to literacy in Brazil, his philosophy expanded gradually to embrace a cornucopia of social and educational issues that have been the object of criticism. In Pedagogy of Freedom: Ethics, Democracy, and Civic Courage, Freire pointed out that what he called for was not merely a pedagogical method; rather, it was a strategy of living within the educational system (67). McLaren observes that the bottom-line of Freires pedagogy is to establish a non-hegemonic approach that is based on dialogue and interaction (McLaren, Paulo 2). This clearly shows the political dimensions of Freires philosophy. Freire actually stressed the importance of incorporating social and political critiques in the curriculum. This explains why his approach promotes a liberatory form of education that emphasizes emancipation and rejects all forms of oppression and domestication. In The Politics of Education, Freire maintains that the learning process should take into consideration two essential dimensions. The first is the context of authentic dialogue between learners and educators (49). The dialogue will empower students to move toward becoming knowing subjects and they will develop a relationship with the teacher in which one knowing subject [is] face to face with other knowing subjects (49). For Freire, by employing authentic dialogue in the teaching process, education becomes pedagogy of knowing rather than an experience of narration sickness (Freire, Oppressed 57). However, Freire warns that the dialogic process should not be reduced to simple to-and-fro questions that may also become tedious and sterile. Instead, there should be a focus on creating interaction between students and teachers in problematizing knowledge. In this regard, it is the responsibility of the teacher to inspire students to move forward within this critical practice (Freire, Freedom 80). The second dimension that should be considered in the learning process is the social realities in which students live. Freire states that authentic thinking, thinking that is concerned about the world is concerned with reality, and does not take place in ivory tower isolation, but only in communication (Freire, Oppressed 64). This suggests that earning should be connected to the realities of students lives. Otherwise, by ignoring these realities, educators will be creating divisions that make difficult the construction of our ideals of change and transformation (Freire, Freedom 55). A very influential concept in Freires philosophy is that of praxis. Freires praxis, which delineates critical reflection and action, entails the application of educational practices and philosophies to create a better educational experience. To this end, students should be viewed as active participants in the teaching process and in the formulation of teaching methods. They are engaged in what Simon calls a transformative critique of their everyday lives (Simon, Teaching 60). The teachers role here resides in encouraging students to get involved in reflection on their worlds so as to assist them in engaging in critical consciousness. For Freire, the development of critical consciousness in the student can be attained by means of implementing what he called the problem-posing model of education. Freire proposed this model as a counterpart to the banking system of education dominating the educational institutions. He asserts that the banking system fosters domination and oppression, whereas the problem-posing mode promotes liberation and democracy. He goes on to claim that whereas banking education anesthetizes and inhibits creative power, problem-posing education involves a constant unveiling of reality. The former attempts to maintain the submersion of consciousness; the latter strives for the emergence of consciousness and critical intervention in reality. (Freire Oppressed 68). Freires philosophy of education was adopted and modified by various writers. The most prominent figure in this aspect is Ira Shor, who was mainly influenced by Freire. In his Critical Teaching and Everyday Life, Shor criticizes the institutionalized modes of education which involve undemocratic approaches. He demonstrates that these traditional systems have restricted students from contributing to the learning processes. He calls for implementing learning activities that are democratic in nature. These activities are set against the notions of education that students have from their previous experiences within the traditional pedagogical system. The democratic methods of teaching would change the role of students from passive to active critical subjects in which they become active participants in their own learning (111-113). Shor also pointed out some of the limitations of Freires assumptions. Examining the applicability of the Freirean philosophy, he stressed the difficulties involved in implementing the principles of this philosophy within the classroom setting. In his When Students Have Power, he strongly argues that despite the benefits gained from the implementation of the assumptions of critical pedagogy; these assumptions do not go smoothly when turned into practice in the context of classroom environment (56). However, Freire responded to this claim when he stressed the fact that his educational philosophy was not merely a collection of strategies that could be implemented in all educational environments. Rather, different educational practices should be adapted depending on each individual context. Freire acknowledged that pedagogy is influenced by ideology and since ideologies vary a lot, the existence of a single philosophy of critical pedagogy is not practical. Hence, one cannot speak of pedagogy but must speak instead of pedagogies which respond to particular necessities, interests and conditions (Gaudiano and de Alba 128). The challenges of reaching a definite conception of critical pedagogy brought about different approaches to the philosophy by many writers. bell hooks, for example, supports Freire in promoting the link between theory and practice in order for the student to be the center of the teaching process. However, she does not employ Freires concept of critical pedagogy. Rather, she has introduced what she calls engaged pedagogy. She defines it as a system that combines anticolonial, critical, and feminist pedagogies à ¢Ã¢â€š ¬Ã‚ ¦ for interrogating biases in curricula that reinscribe systems of domination à ¢Ã¢â€š ¬Ã‚ ¦ while simultaneously providing new ways to teach diverse groups of students (qtd. in Florence 10). A central feature of this model is the repudiation of the use of sophisticated language; a key feature of traditional educational methods that creates barriers between students and teachers. Roger Simon has introduced another significant approach to critical pedagogy which he calls pedagogy of possibility. In his Empowerment as a Pedagogy of Possibility Simon contends that proposing pedagogy is also proposing a political ideology. Hence, this model of pedagogy aims at enabling a particular moral project, a particular not yet of how we might live our lives together (372). He stresses the fact that such a pedagogy will require forms of teaching and learning linked to the goal of educating students to take risks, to struggle with ongoing relations of power, to critically appropriate forms of knowledge that exist outside their immediate experience, and to envisage versions of a world that is not yet in order to be able to alter the grounds upon which life is lived (375). Like Freire, Simon stresses the importance of not looking at his ideas as mere abstractions. Rather, they should be put into practice in all educational environments. Teachers who would implement the principles of the pedagogy of possibility must not expect a guideline for techniques to be adopted, but rather approach such a task strategically, locally and contextually formulating practice within an integrated moral and epistemological stance (Simon, Teaching 58). This will lead to a possibility for creating counterdiscursive activity that attempts to provoke a process through which people might engage in a transformative critique of their everyday lives (60). The complexities inherent in critical pedagogy have given rise to many critiques of its principles and assumptions. The scope of the criticism directed against critical pedagogy is so vast that it includes critiques from disciplines such as feminism, and postmodernism. It is of high importance to shed light on some these critiques directed against critical pedagogy in order to identify the potential challenges in implementing its practices in classroom environment. The first critique to be considered is that which comes from the very nature of critical pedagogy itself. Critical pedagogy inherently requires a constant investigation of its principles and practices. In this aspect, Giroux and McLaren contend that many current trends in critical pedagogy are embedded in the endemic weaknesses of a theoretical project overly concerned with developing a language of critique. Critical pedagogy is steeped in a posture of moral indignation toward the injustices reproduced in American public schools. Unfortunately, this one-sided emphasis on critique is matched by the lack of theoretical and pragmatic discourse upon which to ground its own vision of society and schooling and to shape the direction of a critical praxis (32). In her The Struggle for Pedagogies: Critical and Feminist Discourses as Regimes of Truth, Jennifer Gores critique of critical pedagogy is based on her contention that there are two distinct versions within critical pedagogy; she identifies these versions according the prominent figures who most contributed to the philosophy of each strand. The first version contributes to what she calls pedagogical practice. She suggests that Freire and Shor represent this strand of critical pedagogy which offers concrete suggestions and examples taken from their own pedagogical practice, and which is intended to help other educators (40). Gores criticism is directed against the other approach which she calls pedagogical project. This approach is represented in the contributions of many significant pedagogues, mainly Giroux and McLaren. Gore claims that their approach relies heavily on an abstract political vision and should not be called critical pedagogy, but critical educational theory (42). She goes on to argue that the major shortcoming of such an approach resides in its failure to delineate a set of practices for classroom teaching. As a result, their pedagogy might be seen to restrict its audience to those readers who have the time, energy, or inclination to struggle with it à ¢Ã¢â€š ¬Ã‚ ¦ and, in so limiting its audience, it subsequently limits its political potential (38). Essentially, Gores criticizes the fact that such critical pedagogues tend to focus on abstract theories that lack the potential for implementation. As an example, Gore cites the concept of empowerment, which is a key principle in critical pedagogy. Within the pedagogical project model, the concept of empowerment has been confined to extreme abstraction that forces teachers to be the agents of empowerment, without providing much in the way of tangible guidance for that work (Gore, What 66). Hence Gore calls for creating guidance for teachers so that principles of critical pedagogy can be translated into reality. However, Gore does not call for creating recipes for educational practices. Rather, she contends that theorists of critical pedagogy should take into consideration the context of the educational process instead of merely adhering to a unified theoretical background (Gore, What 67). As mentioned above, Freire himself rejected an essentialist view of critical pedagogy and called on teachers to adapt the learning process to the context of students experiences. In this regard, a great responsibility lies on teachers in determining the methodologies appropriate for each particular context. Similarly, Elizabeth Ellsworth employs a feminist perspective to refute any essentialist interpretation of critical pedagogy. She goes on to claim that even the term critical is a repressive myth[s] that perpetuate[s] relations of domination and hides the actual political agendas à ¢Ã¢â€š ¬Ã‚ ¦ namely antiracism, antisexism, anti-elitism, anti-heterosexism, anti-ableism, anti-classism, and anti-neoconservatism (93). She also believes that theorists of critical pedagogy have failed to launch any meaningful analysis of or program for reformulating the institutionalized power imbalances between themselves and their students, or of the essentially paternalistic project of education itself (98). Moreover, Ellsworth develops a deconstructionist critique of critical pedagogues. She claims that these pedagogues are implicated in the very structures they are trying to change (101). She criticizes the fact that much of the literature of critical pedagogy is the work of the dominant white middle class men. She goes on to argue that a relation between teacher/student becomes voyeuristic when the voice of the pedagogue himself goes unexamined (104). In his Elements of a Post-liberal Theory of Education, Bowers basic criticism resides in his claim that, in a way, critical pedagogy enforces the assumptions and values of Western metaphysics. Although he promoted the contributions of Freire and his followers, Bowers believes that Freires model emphasizes the modernist way of thinking, and thus it reinforces Western values and principles. For Bowers, all Freires pedagogy is based on Western assumptions about man, freedom, progress, and the authority of the rational process (127). He claims that the problem with Freires position is not that he advocates critical reflection but that he makes it the only legitimate source of knowledge and authority (129). Although Freires emphasis on dialogue as a basic component of the educational process has been praised as a democratic strategy, Bowers criticizes the very notion of using dialogue as a tool for emancipation. He contends that relying on dialogue in this aspect shifts the locus of authority from that of community and tradition to the individual who unifies thought and action in a new praxis (129). This focus on the individual on the expense of other collective concerns has lead to the failure of critical pedagogy in addressing issues related to ecology and the nature of the world. As he puts it, The problems of inequality and restricted individual empowerment are not nearly as important as the cultural roots of our alienation from nature. Regardless of how our agenda for social reform is framed, the bottom line has to do with reversing the global ecological deterioration we are now witnessing (159). A very important critique of critical pedagogy that should be highlighted here is that which comes from a postmodern perspective. In their Dialogue across Difference: Continuing the Conversation, Burbules and Rice explore the postmodern critique of critical pedagogy. The authors start their argument by suggesting that there are two versions of postmodernism that hold different positions relative to modernism itself (397). They call these two versions postmodernism and antimodernism. The authors suggest that a basic characteristic of postmodernism is that it goes beyond the norm but at the same time accepts the basic significance of the tradition it proposes to go beyond (397). They cite Giroux and McLaren as examples on postmodernist critics who relish some key democratic assumptions of modernism and yet go beyond them. Antimodernism, on the other hand, defines itself as the antithesis of modernism and is characterized by a strong antipathy to the language, issues, and values of modernism (398). The authors criticize this strand and assert that having deconstructed all metanarratives and radically relativized all possible values, antimodernism is left with no clear way of justifying any alternatives (398). The different positions of postmodernism and antimodernism account for the dissenting views related to the relationship between critical pedagogy and postmodernism. In this regard, some writers strongly believe that critical pedagogy is far from incorporating the premises of postmodernism. In Reflective Teaching in the Postmodern World: A Manifesto for Education in Postmodernity, Parker holds the view that many critical educational practices involve some modernist assumptions and fail to account for a genuine understanding of the process of knowledge construction from a postmodern perspective (16). Similarly, there are other feminist and postmodernist writers who assert that some strands of critical pedagogy do not address such issues which are of high importance in the field. In her Freire and a Feminist Pedagogy of Difference, Weiler explores the conflict she perceives between the modernist orientations of critical pedagogy and postmodernism. As a feminist writer arguing from a postmodern perspective, she claims that her goal is to retain the vision of social justice and transformation that underlies liberatory pedagogies (450). She suggests that the universal goals of liberation do not directly analyze the contradictions between conflicting oppressed groups or the ways in which a single individual can experience oppression in one sphere while being privileged or oppressive in another (450). Accordingly, Weiler believes that the theory that calls for the existence of universal experience of oppression does not take into account the specific contexts of the classroom experience. Hence the focal point of her argument resides in redefining the collective experience in the context of historically defined struggles (Weiler 451). In this regard, Weiler claims that Freire ignored the existence of diverse experience of oppression; hence she calls for a more situated theory of oppression and subjectivity, and for the need to consider the contradictions of such universal claims of truth or process (456). Weiler argues for a feminist-postmodern approach to confront the deficits in Freires philosophy of pedagogy. In this regard, she delineates three major issues where this process can be implemented. She names these as the role and authority of the teacher, the claims for knowledge and truth in personal experience, and the question of difference. Weiler concludes by asserting that the existence of different approaches in this arena does not necessitate abandonment of the goals of social justice and empowerment, but it does make clear the need to recognize contingent and situated claims and to acknowledge our own histories and selves in process (470). On the other side of the spectrum, there are many writers who strongly believe that critical pedagogy strongly incorporates some aspects of postmodernism. In Critical Crosscurrents in Education, Collins sheds light on this link between critical pedagogy and postmodernism as he suggests that, like critical pedagogy, postmodernist critical discourse is about the struggles for power to be heard about the empowerment of other voices' (76). In the same vein, Pinar et al. suggest that there is a possibility for developing a strand of pedagogy that engages in some postmodern principles. This version of pedagogy goes beyond the issues of oppression and suffering that are merely viewed from a class- struggle perspective (305). Other writers share the same view and contend that the philosophy of Freire and other critical pedagogues does incorporate some postmodern dimensions. Most of these writers approach this issue through dividing Freires writing into different phases, stressing that the postmodern orientations appear in his later work. Peters, for example, suggests that there are some postmodern ideas that can be clearly seen in Freires later work. These ideas include Freires emphasis on textuality, subjectivity, experience and culture in addition to his own interpretation of oppression and power (117). Similar to Peters, Roberts asserts that in order to locate the modernist inclinations in Freires writing we should look at Freires work as a whole, and not to focus on his writings during the first stage of his work. Roberts contends that Freire did promote some postmodern techniques in confronting all forms of oppression. He also highlights Freires confrontation with postmodern critics, especially in his later writing. Roberts examination of this issue concluded in his contention that Freire argues for what he called progressive postmodernism. Freire has stressed the fact that educators should challenge modern ways of thinking through becoming more tolerant, open and forthright, critical, curious, and humble (112). Clearly, the above argument proves that any attempt to come up with a clear-cut definition of critical pedagogy is utterly challenging. As mentioned above, there are multiple approaches to critical pedagogy, and there are also variables from other disciplines that are easily accommodated in this literature. All this results in creating critical pedagogies rather than one definite and universally- accepted form of critical pedagogy. These critical pedagogies are always involved in a constant process of redefinition and change, thus imposing great challenge on pedagogues in this regard. Despite these variations and challenges, teachers are always urged to go beyond the mere theoretical background of critical pedagogy. The process of theorizing without action creates no change and goes against the objectives of critical pedagogy. Teachers must promote an integrated approach of theory and practice, or what Freire called praxis. In other words, they should seriously consider the potential for implementing the premises of critical pedagogy in the teaching process. This implementation should go beyond the mere adherence to an essentialist view of a critical pedagogical methodology. Teachers should attempt, to the best of their abilities, to locate the teaching process within the realities of students lives. They should take into account the various variables, realities and experiences pertinent to students lives. Hence, they should adapt their techniques according to the specific variables pertinent to the context in which they work. The critique directed against critical pedagogy maximizes the need for this constant action on the part of teachers. In addition to adapting their educational tools to the classroom context, teachers are exhorted to encourage the involvement and empowerment of the students. Without putting the assumptions, principles and paradigms of critical pedagogy into practice, teachers run the risk of going within the traditional mainstream models of education. As Bahruth and Steiner beautifully put it: in our profession we have two choices; we can succumb to the mainstream and become programmed toward deskilling our intellect, or we can become critical pedagogues and liberate ourselves and those who choose to join in the dialogue (143).

Challenges of Leadership Essay

WHAT DO WE MEAN BY THE CHALLENGES OF LEADERSHIP? Being a leader is in itself a challenge. The challenges of leadership are really of three kinds: external, coming from people and situations; internal, stemming from within the leader himself; and those arising from the nature of the leadership role. EXTERNAL CHALLENGES It’s almost impossible to imagine a situation where a leader doesn’t have to cope with external challenges. In an organization, such issues as lack of funding and other resources, opposition from forces in the community, and interpersonal problems within the organization often rear their heads. Social, economic, and political forces in the larger world can affect the organization as well. To some extent, the measure of any leader is how well he can deal with the constant succession of crises and minor annoyances that threaten the mission of his group. If he is able to solve problems, take advantage of opportunities, and resolve conflict with an air of calm and a minimum of fuss, most of the external issues are hardly noticeable to anyone else. If the leader doesn’t handle external challenges well, the organization probably won’t, either. We’ve all seen examples of this, in organizations where everyone, from the director to the custodian, has a const antly worried look, and news is passed in whispers. When people feel that leaders are stressed or unsure, they themselves become stressed or unsure as well, and the emphasis of the group moves from its mission to the current worrisome situation. The work of the group suffers. INTERNAL CHALLENGES While leadership presents to each of us the opportunity to demonstrate the best of what we are, it also exposes our limitations. In many cases, good leaders have to overcome those limitations in order to transmit and follow their vision. Fear, lack of confidence, insecurity, impatience, intolerance (all can act as barriers to leadership. At the same time, acknowledging and overcoming them can turn a mediocre leader into a great one. It’s often very difficult for people, especially those who see themselves as leaders, to admit that they might have personality traits or personal characteristics that interfere with their ability to reach their goals. Part of good leadership is learning to accept the reality of those traits, and working to  change them so they don’t get in the way. Sometimes, what seems to be an advantage may present a challenge as well. A leader who’s extremely decisive may alienate followers by never consulting them, or by consistently ignoring their advice. A leader who’s terrific at developing relationships with others in the organization may be unable to tell someone when she’s not doing her job. Some characteristics can be double-edged swords, positive in some circumstances and negative in others. The real challenge is in knowing the difference, and adapting your behavior accordingly. CHALLENGES ARISING FROM LEADERSHIP ITSELF Real leadership makes great demands on people. As a leader, you are responsible for your group’s vision and mission, for upholding a standard, often for being the group’s representative to the rest of the world and its protector as well. These responsibilities might be shared, but in most organizations, one person takes the largest part of the burden. In addition to its responsibilities, leadership brings such challenges as motivating people – often without seeming to do so – and keeping them from stagnating when they’re doing well. Leaders also have to motivate themselves, and not just to seem, but actually to be, enthusiastic about what they’re doing. They have to be aware of serving their group and its members and all that that entails. In other words, they have to be leaders all the time. WHEN ARE THE CHALLENGES OF LEADERSHIP MOST OBVIOUS? One obvious – and correct – answer to this question is â€Å"all the time,† but in fact some times are more likely than others. Leadership is usually the most difficult when the situation is changing or unstable. When a grass roots group is doing well – gathering allies, getting its message across, attracting funding – no one much notices what the director does; but when something unexpected happens, she’s expected to take care of it, often in a very public way. Some particular times when challenges may arise: * When something new is about to start. When you’re beginning a new intervention, trying something different in a program that’s been running for a while, stepping up to another stage in your initiative, or hiring a new leader, no one is quite sure what’s going to happen. Systems and  relationships can break down, and it’s often a matter of leadership as to whether the new situation is successful or not. * When something is about to end. Often at the end of a school year, a particular project or initiative, a training period – anytime when something is coming to an end and things are, by definition, about to change – times get difficult. That may be because of a big push to get finished, or because it’s tough to tell what’s coming next, or because a close-knit group is splitting up. Whatever the reason, it often takes leadership skills to make sure that the project ends successfully, and everyone moves on to the next phase, wh atever that is. * When times are tough. If there’s not enough funding, or an organization or group is being publicly criticized, for instance, its leader usually has to try to solve the problem in some way: find money, reduce expenses, defuse the attacks. Leaders are tested when times are difficult. * During transitions. There are many ways in which a group can be in transition. It may go – because of a grant or because of other circumstances – from a loosely organized, grass roots collective to a much more formally structured organization. It might grow quickly†¦even too quickly. It might be losing some key people, or changing leaders. One of the most difficult tasks a leader faces is trying to keep a group stable through a period of change. WHAT ARE SOME OF THE SPECIFIC CHALLENGES THAT MANY LEADERS FACE, AND HOW to COPE WITH THEM? EXTERNAL CHALLENGES The world surprises us at every turn, throwing up barriers where the way seems clear, and revealing broad highways where there seemed to be only brick walls. Both kinds of surprises – sometimes the positive more than the negative – present opportunities for exercising leadership, with all the challenges they entail. Some common situations that call for leaders to use their resources include: * Public criticism, especially uninformed criticism, of your group or mission. * Flare-ups of others’ interpersonal issues, either within the group or outside it. * Crises, which could be tied to finances, program, politics, public relations (scandals), legal concerns (lawsuits), even spiritual issues (loss of enthusiasm, low morale). * Disasters. These are different from crises, in that, in a crisis, something important (usually negative, but not always) seems to be  happening, and you’re trying to control the situation. In a disaster, the worst has already happened, and you’re trying to deal with that in some way. * Opposition and/or hostility from powerful forces (business groups, local government, an influential organization, etc.) * A financial or political windfall. Sometimes an unexpected benefit can be harder to handle than a calamity. * Collaboration with another group or organization may call upon a leader to define clearly the boundaries within which he can operate, and to balance the needs of his own group with those of the collaborative initiative as a whole. HOW TO COPE WITH EXTERNAL CHALLENGES Be proactive. Regardless of the situation, it’s important for leaders to do something. Waiting is occasionally the right strategy, but even when it is, it makes a group nervous to see its leader apparently not exercising some control. Be creative. Try to think â€Å"outside the box,† i.e. in unexpected but effective ways. If disaster has struck (you’ve just lost a major source of funding, perhaps ), how can you turn what looks like the end of the world into a new beginning? Can you change the way the organization operates to deal with the loss? Can you use the fact that you’re about to lose services to gain community and political support? Is this an opportunity to diversify your funding? Can you expand your horizons and your reach through collaboration? Don’t just look at the obvious, but consider a situation from all perspectives, and search for unusual ways to make things work. An important piece of information, one that’s often quoted in community work, but which can’t be overstated: the Chinese character for â€Å"crisis† combines the characters for â€Å"danger† and â€Å"opportunity.† Face conflict squarely. This doesn’t mean come out fighting, but rather identify and acknowledge the conflict, and work to resolve it. This is true both for conflict within your group, and conflict between the group and others outside it. Far too many people, leaders included, act as if conflict doesn’t exist, because they find it difficult or frightening to deal with. As a result, it only grows worse, and by the time it erupts, it may be nearly impossible to resolve. If  it’s faced early, nearly any conflict can be resolved in a way that is beneficial for everyone involved. It’s a function of leadership to have the courage to name the conflict and work on it. Always look for common ground. If there’s opposition to what you’re doing, it may only be to one specific part of it, or may be based on misunderstanding. There are few groups or individuals who don’t have some common interests. If you can find those, you may have a basis for solving problems and making it possible for people to work together. Retain your objectivity. If you’re mediating a conflict within the organization, don’t take sides, even if you think you know one side is right. That will come out if you mediate objectively and well.If you’re faced with detractors or opposition, don’t automatically assume they’re villains. What are their concerns, and why do they disagree with what you’re doing? Don’t get sucked into a fight unless there’s really no alternative. Even rabid opposition can often be overcome through a combination of respect, political pressure, and creative problem solving. When you do feel you have to fight, pick your battles carefully. Make sure you have the resources – money, political and other allies, volunteer help, whatever you need – to sustain conflict. Battles can advance your cause, or they can kill your initiative once and for all. Don’t get into a fight you have no chance to win. Look for opportunities to collaborate. This is important both within and outside your group or organization. Within the group, involve as many people as possible in decisions, and make sure they have control over what they do. The more they own their jobs and the organization, the more enthusiastic they’ll be, the more effective the organization will be, and the more effective you’ll be as a leader. Outside the organization, try to forge ties with other organizations and groups. Let them know what you’re doing, get and give support, and work with them to the extent you can. Make common cause with other groups that have similar interests. In numbers, there is strength, and you’ll be stronger as an alliance of groups than any one of you could be individually. INTERNAL CHALLENGES Leaders are human. That’s hardly news, but it means that they come with all the same problems and failings as everyone else. One of the greatest challenges of leadership is facing your own personal issues, and making sure they don’t prevent you from exercising leadership. Acknowledging the attitudes and tendencies that get in your way, and working to overcome them, is absolutely necessary if you’re to become an effective leader. Among the most common personal traits that good leaders have to overcome or keep in check are: * Insecurity. Many people feel, at least some of the time, that they’re not up to the tasks they face. They may even believe that they’re fooling people with their air of competence, when they know they’re really not very capable at all. Insecurity of that sort keeps them from being proactive, from following their vision, from feeling like leaders. It can be crippling to both a leader and her group or organization. * Defensiveness. Also born of insecurity, defensiveness shows up most often as an inability to take criticism (other people might catch on to the fact that you’re as incompetent as you know you are), and continuing hostility to anyone, even an ally, who voices it. Defensiveness often also includes a stubborn resistance to change ideas, plans, or assumptions, even if they’ve been shown to be ineffective. * Lack of decisiveness. Sometimes it’s hard to make a decision. You never know till later – and sometimes not even then – whether you made the right decision. Maybe if you had a few more facts†¦ The reality is that leaders are called on to make decisions all the time, often with very little time to consider them. It is important to have as much information as possible, but at some point, you just have to make the decision and live with it. Some decisions are reversible, and some are not, but in either case, it’s important to learn to make a decision when necessary and understand that living with the consequences is part of being a leader * Inability to be direct when there’s a problem. Many people want so badly to be liked, or are so afraid of hurting others, that they find it difficult to say anything negative. They may be reluctant to tell someone he’s not doing his job adequately, for instance, or to address an interpersonal problem. Unfortunately, by letting these things go, they only make them worse, which makes them still harder to address. It’s essential to learn when firmness is necessary, and to learn how to exercise it. *  Inability to be objective. Neither looking at situations through rose-colored glasses nor being always on the edge of hysteria is conducive to effective leadership. Just as objectivity is important in dealing with external issues, it’s important to monitor your own objectivity in general. There’s a difference between being an optimistic individual and being unable to see disaster looming because it’s too painful to contemplate. By the same token, seeing the possible negatives in an apparently positive situation is not the same as being paralyzed by the assumption that calamity lurks around every corner. The inability to accurately identify the positive and negative in any situation and react appropriately can create serious problems. * Impatience – with others and with situations. It may seem, given the importance of decisiveness and firmness, that patience is not a virtue a leader needs. In fact, it is perhaps the most important trait to develop. Situations do not resolve themselves instantly, and anyone who’s ever been involved in an organization knows that Rule #1 is that everything takes longer than you think it will. People in unfamiliar situations need a while to orient themselves. Leaders who are impatient may make rash decisions, may alienate staff members or volunteers or allies, and can often make situations worse rather than better. It’s hard to be patient, but it’s worth the effort. In addition to character traits that can get in a leader’s way, there are the effects of health and personal crises. COPING WITH INTERNAL CHALLENGES Listen. Listen to people’s responses to your ideas, plans, and opinions. Listen more than you talk. Listen to a broad range of people, not just to those who agree with you. Probe to find out why they think or feel the way they do. Assume that everyone has something important to say. If you hear the same things from a number of different and diverse sources, you should at least consider the possibility that they’re accurate. If they’re about things you do that you can change, you might give it a try. Ask for 360-degree feedback†¦and use it. This is feedback (people’s views of you) from everyone around you – staff, volunteers, Board, participants, people from other organizations or groups  yours works with – anyone you work with in any way. As with listening, if you hear the same thing from a lot of different sources, it’s probably true. Act on it. All the feedback in the world won’t do you any good unless you do something with it. Look at what’s going on around you. Are you the center of controversy and chaos? Or do calm and good feeling seem to reside wherever you do? The chances are that the answer lies somewhere in between these extremes, but it probably should be closer to the calm and good feeling side. Even if you’re involved in a battle with the forces of evil, you can foster calm in yourself and those you work with. At the same time, your group could be on top of the world, and you and your colleagues could still be climbing the walls if that’s the kind of atmosphere you create. Reach out for help in facing internal challenges. Most of us find it difficult to change entirely on our own. A psychotherapist, a good friend, a perceptive colleague, or a trusted clergyman might be able to help you gain perspective on issues that you find hard to face. Many people find meditation or some form of self-discovery helpful in understanding themselves and in getting through change. Don’t feel you have to do it all on your own. CHALLENGES STEMMING FROM THE NATURE OF THE LEADERSHIP ROLE A leadership position brings with it unique demands. Leaders can be looked on as authority figures, as saviors, as fixers of things that are broken, as spiritual guides, as mentors, as models, as inspirers, as teachers†¦in short, they may be seen however others choose to see them. This in itself carries a set of challenges, in addition to those posed by what all leaders indeed have to do in order to keep things going. Some of the issues that leaders have to cope with specifically because they’re leaders are: * Keeping an eye on, and communicating, the vision. As the guardian of a group’s vision, it’s up to the leader to remind everyone of what that vision is, to keep it in mind in everything the group or organization does, to protect it from funders or others who would try to change it†¦and to make sure It does change, if necessary, with changes in circumstances, the needs of the target population, or the available information. That means not being  d istracted from the bigger picture by day-to-day issues (even as those issues are addressed and resolved). It also means not substituting another, lesser goal (getting enough funding to start a specific program, for instance) that may be contrary to the true vision of the organization. * Keeping the everyday under control while you continue to pursue the vision. You can’t maintain the vision without making sure that there’s paper in the printer, that you understand the legal implications of an action you plan to take, that people know what they’re supposed to be doing on a given day, that there’s enough cash in the bank to meet payroll, and that there’s someone there to answer the phone, to pay the bills, and to look for funding. These aren’t necessarily all things a leader has to do herself (although there are certainly organizations where that’s what happens), but she’s responsible for making sure they get done, and that things run smoothly. No matter how transformative she is, no leader can accomplish much if the infrastructure do esn’t work. * Setting an example. If you want others in the group to show mutual respect, to work hard, to embrace the vision and mission of the organization, to include everyone in their thinking and decisions, you have to start by doing those things yourself, and behaving in the ways you want others to behave. A leader who yells at people, consults no one, and assumes his word is law will intentionally or unintentionally train everyone else in the group to be the same way. A leader who acts collaboratively and inclusively will create an organization that functions similarly. * Maintaining effectiveness over time. One of the hardest lessons of leadership is that you’re never done. No matter how well things go, no matter how successful your group or organization or initiative is – unless it’s aimed at accomplishing a very specific, time-limited goal – you have to keep at it forever. Even if you get a bill passed or manage to get money for your cause included in the state budget, you have to work to maintain your gains. If you’re running a community intervention, you have to recruit participants, refine your methods, do community outreach, raise funds†¦indefinitely. Maintaining effectiveness is a matter both of monitoring what you do and working to improve it, and of keeping up enthusiasm for the work within the group. It’s part of the leader’s role to maintain his own enthusiasm and drive, and to communicate and transfer them to others. * Avoiding burnout. This is a challenge not  only for leaders, because a burned out leader can affect the workings of a whole organization. Leader burnout is a product of being overwhelmed by the workload, the frustrations, the stress, and the time demands of the position, multiplied by the number of years spent in it. It can reach a point where the leader no longer cares about the vision, the work of the group, or anything but when he can go home. By that point, the rest of the group is likely to be struggling, feeling rudderless and uncertain. It’s crucial that leaders learn to recognize the signs of burnout and – depending on where they are in their lives and a number of other factors – either find ways to renew their commitment or leave. Perhaps even more threatening than burnout is â€Å"burn-down† – the loss of passion and intensity that can come with familiarity and long service. You may still care about what you’re doing, but the en thusiasm just isn’t there anymore. In many ways, this condition may be even harder to deal with than burnout. At least if you’re burned out, it’s obvious: if you’re burned down, especially if it’s happened over a long period, neither you nor others may have realized it. * Finding support. Cliches often become cliches because they’re true. It is lonely at the top, largely because a good leader tries to make things go smoothly enough that others aren’t aware of the amount of work she’s doing. The leader may have no one to share her concerns with, and may have to find her own satisfaction, because others don’t recognize the amount and nature of her contribution. The buck may stop with her, but where then does she unburden herself? As mentioned earlier, leaders are human. They need support and comfort as much as anyone else, and it’s important that they find it. COPING WITH CHALLENGES STEMMING FROM THE NATURE OF THE LEADERSHIP ROLE So how can you continue to be a leader and also continue to be a functioning human being? There are things you can do to retain both your sanity and your competency. Create mechanisms to revisit your vision. Hold occasional meetings and at-least-yearly retreats to discuss vision and renew commitment. These will serve both to review the vision to see if it still resonates (and to rework it if necessary), and to renew your and others’ purpose and pursuit of it. They’ll help to remind you of why you’re doing this in the first place, give you an opportunity to work on group solidarity, and – ideally – leave you feeling refreshed and ready to carry  on. Share the burden. Surround yourself with good people who share your vision. If you can find others who are competent and committed to whom you can delegate some of the tasks of leadership, it will both remove pressure from you, and make your group stronger. One of the greatest mistakes a leader can make is to be threatened by others’ abilities. In fact, sharing responsibility with capable people makes all of you more effective, and strengthens your leadership. Having competent people to depend on also means that you can develop systems and know they’ll work. Organizational maintenance becomes much easier, and you have more time to devote to the actual pursuit of your vision. Find an individual or group with whom you can discuss the realities of leadership. In many communities, some heads of organizations meet on a regular basis to talk about the difficulties and rewards of their situations with others who truly understand. Some such arrangement can be a valuable hedge against burnout, and can also help you gain insight into how you function as a leader. It can introduce you to alternative ways of doing things, as well as giving you a chance to vent, and to realize you’re not alone. Make sure you have personal time. The founder and director of a prominent think tank once went seven years without a day off – including Sundays. That’s 2,557 straight days of work. (That includes two leap year days, for those of you doing the math.) Even if that doesn’t cause burnout, it’s not good for your creativity or your understanding of the world. Everything becomes work or related to work: the world holds no other reality, and leadership becomes all you do. In order to maintain perspective and to keep yourself fresh, you need to take time away from being a leader, and away from your organization or initiative. It’s important to have an activity that gets you away from your daily concerns, and to take days off from time to time. Some people meditate every day, others play music regularly, others participate in sports or fitness activities. Your getaway doesn’t have to be an everyday thing, but it should be something you love and look forward to, and it should be frequent and regular. It may be as simple as taking a walk with your kids for an hour every evening – whatever it is that relaxes your mind and feeds your soul.  Rather than detracting from your effectiveness, your time off will increase it. Depending upon how you approach it, leadership can be a hard and lonely road, or an exciting and collaborative trip to a new place. The more, and more useful, strategies you can find to cope with its challenges, the better leader you’ll be.

Understand the Principles and Requirements of Assessment

LEVEL 3 CERTIFICATION IN ASSESSING VOCATIONAL COMPETENCE LED BY CAROL SMOUT LESSON 1 26TH SEPT 2011 THE ROLE OF AN ASSESSOR ASSESSING PERFORMANCEGIVING FEEDBACK CONTRIBUTE TO A PAPER TRAIL ROLE OF AN ASSESSOR ROLE OF AN ASSESSOR WRITE EFFECTIVE ASSESSMENT PLANS 1. ASSESSING PERFORMANCE = A range of assessments, I am making a judgement on 2. GIVING FEEDBACK = Verbal feedback, Written Feedback. {Try to be positive, Don’t be negative candidates find this demoralising} 3. CONTRIBUTE TO a PAPER TRAIL = I have to write on a least 3 pieces of paper all of which are auditable Assessment plans. I need to contribute to a paper trail. As an Assessor I assess a Candidate/Student then someone {IV OR EV} then checks my assessment decision. This is called THE QUALITY ASSURANCE SYSTEM. When I am audited as an experienced Assessor I need to be able to demonstrate that I understand Quality Assurance. I have to be able to write effective assessment plans. 4. WRITE EFFECTIVE ASSESSMENT PLANS= Example: â€Å" I have met with blah blah blah and she/he has said she/he wants to do a shampoo & blow dry & a semi-permanent next week. â€Å"We plan to do this in this time on this date with this candidate & I am going to orally question her/him to check her/his underpinning knowledge. THIS EQUALS A PLAN !!! LEVEL 3 CERTIFICATION IN ASSESSING VOCATIONAL COMPETENCE LED BY CAROL SMOUT LESSON 2 3RD OCTOBER 2011 STAGES OF THE ASSESSMENT PROCESS PLANNING. STAGES OF THE ASSESSMENT PROCESS STAGES OF THE ASSESSMENT PROCESS REVIEWING JUDGING RECORDING QUALITY ASSURANCE 1. PLANNING = Assessment plannin g sheets & Consultation Sheets. 2. REVIEWING. Straight from SCHOOL TO COLLEGE no work base knowledge. First meeting with my candidate check if the candidate has any prior learning (APL= ACCREDITATION FOR PRIOR LEARNING) â€Å"What qualifications do you currently have† Do they relate to what they are currently doing now. I may find that some elements of the assessment may have already been done. When a candidate joins the college straight from school they still may have some prior learning. Some schools send their students to college to learn about hairdressing as part of their learning at school, some of this learning can be taken into consideration as prior learning. REVIEWING WORK BASE. If the candidate is joining college and is work based and is now coming to college for apprentership they may have been shampooing for 3 years so will not need to do their level one because of their prior learning they can go straight on to level 2. It would be unfair to make them do it all over again; they don’t need to be taught again. It’s all about taking the candidate forward. 3. JUDGING STAGE. This stage is the most difficult. Assessors find it most difficult as to â€Å"Am I Judging this right? † â€Å"Am I being really harsh or am I being a lenient? † So I have to follow 6 steps to ensure that I am doing this correctly. I have to check the Assessment by: IS THE ASSESSMENT 1. VALID Can be done using the Methods of Assessment. OBSERVATION, I can Observe it’s valid I can see it being done by that candidate. ORAL/VERBAL, I can ask questions and check their underpinning knowledge and check its validity EXAMS. Exams are obviously valid as there done under strict conditions, examiners are present their not allowed to talk etc. PROFESSIONAL DISCUSSION I Can talk to them in a professional capacity to check validity PROJECTS & ASSIGNEMENTS Are valid make sure signed dated good way at checking their knowledge. Although could have been done by someone else again ask oral questions and ask them to reference and put in a bibliography for me to refer and check if I feel not valid WITNESS STATEMENTS. An employer can provide a witness statement that a candidate has competently passed an assessment. It Valid if signed by their employer but still need to check validity could discuss how they achieved this pass what did they do how did they do it. PHOTOGRAPHIC EVIDENCE Valid I can see the photographic evidence try to get the candidates to get a picture that shows them doing the work. Still a little grey though as someone else could have done the work but just taken a photograph of the candidate with the client doesn’t mean necessarily that they have done the work. IS THE ASSESSMENT 2 RELIABLE. How sure am I that the above are reliable, how do I know for sure that the work I am assessing is that candidates own work, some are obviously reliable e. g. observation because I can see it being done. IS THE ASSESSMENT 3 SUFFICIENT. Has the candidate done enough to pass all elements of the unit being assessed. For example the candidate is being assessed to shampoo and condition a client’s hair and to sell a product. She/he may well have used all the correct products and massage movements but during the assessment She/he may not have been given the opportunity to sell a product in which case the candidate will have passed some elements of the unit chosen but because she couldn’t sell a product that part of the unit will have to be referred to another assessment but the candidate will have passed the other two elements of the unit. ALWAYS MAKE SURE THE CANDIDATE READS THROUGH THEIR PC’s (Performance Criteria’s) WHICH IS IN THEIR LOG BOOKS FOR EACH UNIT THERE ARE ELEMENTS OF THAT UNIT THAT THEY HAVE TO PASS TO ACHIEVE A FULL PASS IN THAT UNIT !!! IS THE ASSESSMENT 4. AUTHENTIC I have to know that every assessment they are doing is that candidates. How do know that that assessment is that authentic and reliable ? The best way to find out if not observed by me is to orally question them. IS THE ASSESSMENT 5. CURRENT Is the candidate demonstrating up to date skills? Is the candidate using up to date equipment? Example if the candidate is doing a colour & we haven’t got a roller ball or a climazon & they have to place the client under a hood dryer with a cap on the clients head. The service with that equipment is NOT CURRENT to industry. IS THE ASSESSMENT 6. SAFE Is the assessment taking place safe for all Are they working safely. I can stop an assessment at any time if there is a danger to the client, to anybody else in the room or to the candidate themselves. RECORDING STAGE Recording takes place in the log books for hairdressing. I record assessment decisions on consultation sheets. Also recording takes place for an assessment if it’s on a written paper on a marking front sheet. The awarding body gives us these marking sheets and it is my job to make sure that the candidate signs it & that I sign it & I put their marks on it. It is the evidence as to whether the candidate is competent on that written paper. There will be a written paper from C. H. E. A. T. When I mark assignments there will also be an assignment front sheet that I would record their feedback on. Whether it is passed or referred the candidate would sign it and date it, I would sign and date it to validate that assessment { THESE PAPER FORMS ARE VITAL FOR ME TO BE ABLE TO DO MY ROLE AS AN ASSESSOR FORMS ARE AVAILABLE FROM CAROLE AND VIA KERRY I NEED THESE FORMS AS SOON AS I START TO SHADOW} QUALITY ASSURANCE When I assess a candidate and I have already recorded it all on the previous documents. I also have to track a student candidate throughout their qualification, so if they have completed one whole unit I would need to sign off the tracking document, this document forms part of the tracking paper trail for Quality Assurance I also need to attend Standardisation Meetings. Usually done twice a year at the beginning and the end of a course. At these standardisation meetings I have to interact and share my views and contribute to these meetings. When we attend the meeting we all should bring along one or two units that we have marked, we can then shuffle them around between each other and look at them to make sure that the students are all being marked equally and that we haven’t been too harsh on them with a marking or too lenient on them. We all need to be marking to the same standard. This is what standardisation is all about & that forms part of this Quality Assurance Process. External verification officers come in they check and look at our tracking, they look at all our minutes and meetings, they come and look at the candidates log books, they look at their consultation sheets, they look at all their written papers & their assignments. They are checking that there was some sort of assessment in place & then they are making sure that I as an assessor planned the assessment. Health & Safety Legislation Sourced from HSE The Health and Safety at Work, etc Act 1974 The Management of Health and Safety at Work Regulations 1999 The Education (School Premises) Regulations 1999 The Workplace (Health, Safety and Welfare) Regulations 1992 The Manual Handling Operations Regulations 1992 The Control of Asbestos at Work Regulations 2006 The Health and Safety (Display Screen Equipment) Regulations 1992 The Electricity at Work Regulations 1989 The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 The Control of Substances Hazardous to Health Regulations 2002 The Provision and Use of Work Equipment Regulations 1998 The Construction (Design and Management) Regulations 2007 Disability Discrimination Act 1995 The Health and Safety (First Aid) Regulations 1981 The Health and Safety at Work, etc Act 1974 The main piece of legislation affecting the management of health and safety in educational establishments across all sectors is the Health and Safety at Work, etc Act 1974 (HSWA). This Act provides a framework for ensuring the health and safety of all employees in any work activity. It also provides for the health and safety of anyone who may be affected by work activities in eg pupils/students and visitors to educational sites, including parents and contractors. In Northern Ireland, similar provisions are made by the Health and Safety at Work (NI) Order 1978. Employers and employees (as well as manufacturers, suppliers and the self-employed) must comply with the duties set out in the Act, which are summarised as follows. * Section 2 places a duty on employers to ensure the health, safety and welfare of employees as far as is reasonably practicable. It also requires employers to consult with trade union safety representatives on matters affecting health and safety in the workplace. Moreover, employers of more than five people must prepare a written health and safety policy and bring it to the attention of employees. Section 3 requires employers to ensure that non-employees (eg pupils/students) who may be affected by work activities are not exposed to risks to their health and safety. Where young or vulnerable persons may be affected, the duty of care is greater. * Section 4 places a duty on anyone responsible for the workplace to ensure that the premises, plant and machinery do not endanger the people using them. * Section 5 requires emplo yers to prevent and control harmful, noxious or offensive emissions into the atmosphere. Section 6 places duties on designers, manufacturers and suppliers to ensure that articles and substances are safe for use. * Section 7 states that it is the duty of every employee while at work to take reasonable care of him or herself and of any other person who may be affected by his or her actions. This section also requires employees to cooperate with their employer in relation to health and safety issues. * Section 8 requires employees not to interfere with or misuse anything provided in the interest of health and safety. The Management of Health and Safety at Work Regulations 1999 The main requirement of the Management of Health and Safety at Work Regulations is that employers must carry out risk assessments to eliminate or reduce risks. Employers with five or more employees need to record the significant findings of a risk assessment – it is not necessary to record risk assessments for trivial or insignificant risks. In addition, employers also need to: * make arrangements for implementing the health and safety measures identified as necessary by risk assessments * monitor and review those arrangements appoint people with sufficient knowledge, skills, experience and training to help them to implement these arrangements * set up emergency procedures and provide information about them to employees * provide clear information, supervision and training for employees and ensure that suitably competent people are appointed who are capable of carrying out the tasks entrusted to them * work together with any other employer(s) operating from the same workplace, sharing information on the risks that other staff may be exposed to, eg cleaning, catering or maintenance contractors * take particular account of risks to new and expectant mothers. A risk assessment is a careful examination of the work activities that could, whether on or off site, cause harm to people so that your employer can weigh up whether they have taken adequate precautions or should do more to prevent harm. The Management of Health and Safety at Work Regulations 1999 require employers to assess the risks arising from work activities to both employees and non-employees (eg students, visiting parents). Employees have a right to see the results of risk assessments. Who can do risk assessments? Employers are responsible for ensuring that risk assessments are carried out by competent people (ie those who have sufficient knowledge, skills, experience and aptitude). These people may be current employees, provided they have been suitably trained, or external health and safety professionals. Safety reps have a legal right to be consulted and can assist on risk assessments. However, the risk assessment remains the legal obligation of the employer and therefore should be signed by the employer once complete. Activities that should be assessed All work activities that could present a potential hazard should be risk assessed. ‘Hazard' means something with the potential to cause harm, including ill health as well as injury. ‘Risk' is the likelihood of that hazard actually causing harm during the course of work activities. In an education setting, there are particular situations that typically require risk assessments: * the work activities of all new and expectant mothers require a specific risk assessment under the Management of Health and Safety at Work Regulations, with any necessary adjustments made to their working conditions a risk assessment should be conducted before taking students off site * workplace stress and stressors should also be included within risk assessments The Education (School Premises) Regulations 1999 These regulations set out minimum health and safety standards for all maintained schools in England and Wales, covering issues such as temperature, toilet facilities for pupils, ventilation and lighting. Some of the standards also have to be met by non-maintained special schools and independent schools. The regulations operate in conjunction with the Workplace (Health, Safety and Welfare) Regulations, as outlined below. The Workplace (Health, Safety and Welfare) Regulations 1992 These regulations deal with physical conditions in the workplace and require employers to meet minimum standards in relation to a wide range of matters, which include: * maintenance of buildings and equipment * lighting * provision of drinking water * temperature * rest facilities * ventilation * toilet facilities * first aid. The Manual Handling Operations Regulations 1992 These regulations require employers to minimise the health risks associated with manual handling, a term used to describe activities which involve lifting, carrying, moving, holding, pushing, lowering, pulling or restraining an object, person or animal. Employers should: * avoid the need to lift, carry, push, pull, lower or support loads wherever possible * mechanise tasks where they cannot be avoided by the use of trolleys, barrows, lifts or hoists * carry out risk assessments, which take into account the work task, the activity involved, individual capacity, working environment and other factors. The Control of Asbestos at Work Regulations 2006 The Control of Asbestos at Work Regulations place specific duties on employers, owners and those in control of buildings to manage the risks from asbestos fibres that may be released when building or maintenance work takes place. The regulations require the following steps to be taken to manage the risk: * find out if there is asbestos on the premises, its amount and what condition it is in * presume materials contain asbestos, unless there is evidence that they do not * make and keep up to date a record of the location and condition of the materials containing asbestos or which are presumed to contain asbestos * carry out a risk assessment on materials containing asbestos * prepare and implement a plan that sets out in detail how the risk from this material is going to be managed * review and monitor the plan and the arrangements provide information on the location and condition of the material to anyone who is liable to work on or disturb it (including staff). Specialist help is ge nerally required to determine the presence of materials containing asbestos and to remove asbestos. The HSE advises that if asbestos is in good condition and is not likely to be disturbed or damaged, it is usually safer to leave it in place and manage it. The Health and Safety (Display Screen Equipment) Regulations 1992 These regulations oblige employers to assess the workstations of staff who use display screen equipment (DSE). The workstation is the equipment itself, its accessories and the surrounding work environment. The minimum requirements of employers are to: * identify â€Å"users† of display screen equipment, ie those who habitually use DSE as a significant part of their normal work * assess workstations to ensure that they meet minimum standards * provide information, instruction and training on the potential hazards of using DSE equipment * offer free eyesight tests to users of DSE equipment at regular intervals and to pay for spectacles that are required for the work * review assessments. The Electricity at Work Regulations 1989 These place a duty on employers to assess all foreseeable risks associated with work activities involving electricity. Employers are required to install safe systems of working, with well-maintained equipment, covering everything from power lines to kettles. All installation and repairs should be undertaken by a qualified electrician or those who have appropriate technical knowledge, though some minor repairs, inspections, fitting of plugs, etc may be under taken by suitably trained staff. The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations R. I. D. D. O. R 1995 Under these regulations (often referred to as RIDDOR), certain work-related accidents are reportable by law to the Health and Safety Executive or the local authority. The following must be reported: * death of any person * a ‘major injury' to any person at work * hospital treatment of any person who is not at work (eg pupil/student) * an accident which results in a person at work being incapacitated for more than three consecutive days (excluding the day of the accident) * specified dangerous occurrences, eg building collapse * specified work-related diseases, eg mesothelioma and hepatitis. Educational establishments should have clear guidelines on incident reporting and this should be conveyed to staff on the first day of their employment. Accident reporting An accident is an unplanned event that results in injury, damage to property or some other loss. The law requires that certain work-related accidents are reported to the local authority or the Health and Safety Executive. All accidents to employees, however minor, should be recorded. This is a requirement under social security legislation. As a result of a workplace injury an employee may need to claim for benefits in the future, and the relevant checks will be made to confirm that the accident occurred at work. Reporting and recording procedures vary. Employers need to be sure that they satisfy all legal reporting requirements for employees and non-employees, and take measures to monitor accidents. As part of the reactive monitoring process, accident records are needed to assess whether the existing controls are adequate or to identify if trends are developing and to implement new procedures. Records may also have to be produced for the Health and Safety Executive, to parents/guardians, or in the course of civil proceedings if a claim is brought following an incident. How to report an accident All accidents can be reported to the Incident Contact Centre (ICC), Caerphilly Business Park, Caerphilly CF83 3GG. Alternatively, call on tel: 0845 300 9923 on Mondays to Fridays between 8. 30am and 5. 30pm, email  [email  protected] om  or report via the internet at  www. riddor. gov. uk. The Control of Substances Hazardous to Health Regulations 2002 These regulations (often known as the COSHH regulations) require employers to asses s and prevent (or at least adequately control) the risks to health from the use of any hazardous substances used in the workplace. A hazardous substance is one which has, by law, to be labelled as ‘very toxic', ‘toxic', ‘harmful', ‘irritant' or ‘corrosive'. It therefore includes many chemical substances such as paints and cleaning materials, as well as wood dust. The obligations to employers are to: * assess the risks * decide what precautions are needed take steps to reduce or adequately control exposure to hazardous substances * ensure that control measures are utilised and maintained * monitor exposure * carry out health surveillance of employees who have been or are likely to be exposed * have in place emergency procedures to deal with accidents/incidents * ensure that employees are properly informed, trained and supervised. Educational establishments must have in place appropriate measures to ensure that the risks to the health and safety of pupils /students from exposure to hazardous substances are minimised. COSHH and hairdressers – key messages * Frequent contact with water and shampoo can irritate the skin leading to dermatitis. Some hairdressing and cleaning products can cause dermatitis and skin allergies. * Some dusty products like persulphates and henna can cause asthma. * Some hair sprays can make asthma worse. There are simple things you can do to prevent dermatitis and asthma: * Keep the workplace well ventilated. * Wear disposable non-latex gloves for shampooing, colouring and bleaching. * Dry your hands thoroughly after washing with a soft towel. * Moisturise your hands as often as possible. * Change your gloves between clients. * Check your skin regularly for early signs of skin problems. The Provision and Use of Work Equipment Regulations 1998 These regulations set out minimum standards for the use of equipment at work. The main requirements are for employers to: * take account of working conditions and hazards when selecting equipment * provide work equipment which conforms to relevant safety standards * ensure that the work equipment is suitable for its intended purpose and used only for that purpose * maintain and keep the equipment in good working order * ensure that appropriate safety devices are available, if required * issue staff with appropriate instructions, training and supervision to use the work equipment safely * make sure that equipment is inspected after installation or after assembly at a new location. The Construction (Design and Management) Regulations 2007 These regulations cover the planning and management of construction projects. An essential part of a project's development is health and safety. Consequently, there is a duty on those involved in a construction project, such as the controller of buildings (ie the LA/governing body/headteacher/principal), contractors and designers to cooperate with each other to identify risks early on, and to report matters that are likely to endanger health and safety. There is also a duty to take appropriate measures to prevent the risk of injury to any person during the construction, which would include staff, pupils/students and visitors to the premises. Disability Discrimination Act 1995 The Disability Discrimination Act 1995 defines a disability as a â€Å"physical or mental impairment that has a substantial and long-term adverse effect on a person's ability to carry out normal day-to-day activities†. To be substantial, the disability must last or be expected to last for at least 12 months. However, those with cancer, MS or who are HIV positive are deemed to be disabled from the point of diagnosis. The act requires employers to ensure that disabled persons have safe access to premises and safe egress in the event of evacuation. They must also make any reasonable changes to the physical features of premises, hours of work, etc that may be necessary to accommodate the needs of disabled employees. Disability discrimination The Disability Discrimination Act 1995 requires employers to make ‘reasonable adjustments' to premises or working practices to ensure that employees are not disadvantaged because of their disability. In order to have rights under the Disability Discrimination Act, an employee must show they are defined as disabled under the act. This means suffering from a physical or mental impairment that has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. Any adverse effects must last for at least a year to be considered ‘long-term'. Impairments must affect at least one of the following: * mobility * manual dexterity * physical coordination * continence ability to lift, carry or otherwise move everyday objects * speech * hearing * eyesight * memory or ability to concentrate, learn or understand * perception of risk of physical danger. Under the act, people with cancer, MS and those who are HIV positive are deemed to be disab led from the point of diagnosis. Other impairments that employment tribunals have considered a disability include depression, epilepsy, ME and asthma. This does not mean, however, that all people who suffer from these impairments are disabled under the act – much depends on their ability to carry out at least one of the day-to-day activities listed above. Duty to implement reasonable adjustments Employers are obliged to make reasonable adjustments to premises or working arrangements to prevent a disabled person from being placed at a substantial disadvantage compared with persons who are not disabled. In educational establishments, adjustment to premises can include the following: * providing wheelchair-accessible toilets, ramps and automatic opening doors * allocating classrooms on ground floors * providing a designated car-parking space * widening doorways and re-arranging furniture to allow wheelchair-users to move around * providing ergonomically designed chairs or adapted keyboards * acquiring specialist equipment with magnifying facilities. Changes to working arrangements may be made by: employing an assistant to undertake administrative tasks * providing a reader or signer for a visually impaired person * adjusting the timetable or allowing extra non-contact time * allocating some duties to another employee * altering working hours to allow part-time work or job-shari ng * providing additional training. While the potential cost of adjustments often concern educational establishments, many are relatively inexpensive. Moreover, under the Employment Service's Access to Work Scheme, funding is available for human support and adaptations to premises and equipment. Disability employment advisors in Jobcentres offer free independent advice on adjustments to the workplace. Many LAs also employ disability officers. Other forms of discrimination under the Act Failure to make reasonable adjustments is one of the five ways in which an employer can discriminate on the grounds of disability. The others are: Direct discrimination: this occurs where a person discriminates against a disabled person if, on the ground of that person's disability, he or she is treated less favourably than a person not having that particular disability has been or would have been treated. There is no justification defence to a claim for direct discrimination. Disability-related discrimination: this occurs where the employer, for reasons relating to a person's disability, treats that employee less favourably than the employer treats or would treat others to whom that reason does not apply, and that treatment is not justified. Harassment: occurs where the disabled person is subjected to unwanted conduct which has the purpose or effect of violating his or her dignity or creating an intimidating, degrading, humiliating or offensive environment for him or her. Victimisation: essentially occurs where the disabled person is treated less favourably because he or she has commenced a claim under the Disability Discrimination Act; or has given evidence/information in proceedings brought by someone else; or has alleged that a person has contravened the act. A claim for disability discrimination must be presented to the Employment Tribunal within three months beginning with the date of the act of which complaint is made. The Health and Safety (First Aid) Regulations 1981 These regulations require employers to provide: * adequate and appropriate first-aid equipment and facilities * an adequate number of qualified first aiders * an ‘appointed person', if a first aider is absent, to take charge of first-aid arrangements, including looking after the equipment and calling the emergency services. The Approved Code of Practice to the regulations stresses that the employer must make an assessment of first-aid needs. Educational establishments should therefore take account of risks to pupils/students on and off site when considering their provisions for first aid. The Regulatory Reform (Fire Safety) Order 2005 Under this order, the ‘responsible person' in the workplace (ie the employer/owner/person in control) is required to take general fire safety precautions to ensure the health and safety of staff and others, such as pupils/students. These precautions include: * assessing the risk of fire, paying particular attention to those who may be especially vulnerable, eg children * ensuring that there are effective means of escape * making sure the workplace is well-equipped with appropriate fire-fighting equipment/detectors/alarms * adopting appropriate fire-fighting measures * nominating an adequate number of suitably trained and equipped competent persons to implement these measures. The order contains duties relating to safety drills and emergency routes/exits, which employees must be made aware of at their induction. Fire risk assessment Risk assessment is at the heart of fire safety management. A fire risk assessment follows the same principles as any risk assessment: * Step one: Identify the fire hazards, eg what could start a fire, combustible materials, etc. * Step two: Identify people at risk (look at numbers of people, vulnerable groups and the likelihood of the fire spreading). * Step three: Evaluate the risks and implement control measures to remove or reduce the risk. * Step four: Record the findings and inform staff and safety reps. Step five: Review and revise the plan as and when there are changes in work activities, the use of the building, etc. Safety representatives should request a copy of the school or college fire risk assessments. Further guidance on fire risk assessments and precautions is available from the Department for Communities and Lo cal Government at:  www. firesafetyguides. communities. gov. uk What every staff member should know Fire safety procedures should be a part of induction for every new member of staff. In particular, staff should be informed of the following: * the fire risk * what to do if they discover a fire * raising the alarm * recognising the fire alarm and acting on it * calling the fire brigade. Discovering a fire If a fire is discovered, the first action is to raise the alarm so the occupants of the building know there is a fire and that they must leave. This is usually done by locating the ‘break glass' call point. There are many types of fire extinguishers used in schools and colleges. Staff that are not trained to use fire-fighting equipment should not waste time trying to make them work. Those who have been trained and nominated to use the equipment should not attempt to put out large fires. If a fire cannot be put out, the door should be closed and the building evacuated RECOGNISE GOOD PRACTICE IN ASSESSING CANDIDATES IN RELATION TO ASSESSMENT. As Assessors we should be demonstrating good practice in relation to equality and diversity ; equal opportunities Equality = Treating everyone as an individual, not the same as everyone else, we are not all the same, we are all very different individuals. Eg there may be limitations to someone with a disability. They cannot be treated the same as myself as her/his disability may limit them in what they can do, so they need to be treated individually. Diversity. Is about the diverse nature of the industry. The clients, different hair types, textures etc. Diversity means all different sizes, shapes, ages, dark hair, light hair, black, white. It is good practice to ensure Health ; Safety to make sure that we adapt working environments for different clients, different candidates, and different students. It is good practice to encourage our candidates and students to use technology, encourage them to use computers, internet, submit assignments electronically etc. We have to be seen to be embracing this in our assessment processes. Reflective Practice Demonstrate a proactive approach to self-reflection, â€Å"How do I feel I am doing? † C. P. D {Continual Professional Development} is key to good practice. I need to keep myself up to date with my skills. I need to keep up to date with new equipment being introduced to the industry. I should always be in-front of my candidates/students, I should never be in a situation where a student is telling me about new trends, new equipment that I have never heard of. It is good practice that I am always seen to be keeping ahead in the industry that I am assessing. It is not good practice if I do not know what is going on in the industry I am assessing I should get feedback from others too on how I am doing. Each year I have to obtain 30 hours of evidence of hands on C. P. D. This is achieved {if I am working for the college} in July C. P. D week it may be that the college sets up 2 days where a company comes into the salon and demonstrates new equipment trains us on up to date styles. They will also open up a commercial salon so that we can work commercially for a day. The college may also send us out for training for instance to Saks. I have to upload all of my work to I. F. L to ensure my C. P. D.

Difference Between Relative and Absolute Location

Both relative location and absolute location are geographic terms used to describe the location of a place on the Earths surface. They are each unique in their ability to pinpoint a location on Earth. Relative Location Relative location refers to locating a place relative to other landmarks.  For example, you could give the relative location of St. Louis, Missouri as being in eastern Missouri, along the Mississippi River, southwest of Springfield, Illinois.   As one drives along most major highways, there are mileage signs indicating the distance to the next town or city.  This information expresses your current location relative to the upcoming place. So, if a highway sign states that St. Louis is 96 miles away from Springfield, you know your relative location in relation to St. Louis.   Relative location is also a term that is used to indicate a places location within a larger context.  For example, one could state that Missouri is located in the Midwest of the United States and is bordered by Illinois, Kentucky, Tennessee, Arkansas, Oklahoma, Kansas, Nebraska, and Iowa. That is the relative location of Missouri based on its location within the United States.   Alternatively, you could state that Missouri is south of Iowa and north of Arkansas. This is yet another example of relative location. Absolute Location On the other hand, absolute location references a place on the Earths surface based on specific geographic coordinates, such as latitude and longitude. Applied to the previous example of St. Louis,  the absolute location of St. Louis is 38 °43 North 90 °14 West. One can also give an address as an absolute location. For example, the absolute location of St. Louis City Hall is  1200 Market Street, St. Louis, Missouri 63103. By providing the full address, you can pinpoint the location of St. Louis City Hall on a map.   While you can give the geographic coordinates of a city or a building, it is difficult to provide the absolute location of an area such as a state or country because such places cant be pinpointed. With some difficulty, you could provide the absolute locations of the boundaries of the state or country but most of the time its easier just to display a map or describe the relative location of a place like a state or country.