I have been thinking very hard lately about the nature and value of focused learning, and especially the kinds of focused learning experiences we might explore and craft within school. I greatly admire the DALMOOC George Siemens and his research group at UT-Arlington crafted last fall, but I also worry a little about the binary structure. As a practical matter, the dichotomy makes a great deal of sense. Those of us who are trying to work on modes of openly networked learning continually struggle with the question of how to define, recognize, and reward multiple modes of engagement–or to speak even more precisely, multiple ranges of commitment. Yet I wonder if one can truly read a book, hear a symphony, or watch a movie without being all in. I wonder if being led and being leaders are necessarily always mutually exclusive. That’s not to say that what Tom Woodward calls the “energy inputs” of open participants who come and go during a course of study are of no benefit to the class. Quite the contrary. But I do worry. Are formal structures of what may amount to lesser commitment really a way forward? The opposite extreme, of course, is a formal structure of pedantic insistence–i.e., much or most of what constitutes school-based learning– that can bleach away all the energy of self-directed learning. But these are sad realities of misguided practice, not necessities. I just don’t think that “instructor-led” or “learner-centered” set up the deeper conceptual framework very well. And if I never again hear the grinding binary of “guide at the side / sage on the stage” again, I will weep tears of joy. Even Ivan Illich, the great prophet of deschooling, recognized the role and importance of the genuine pedagogue.
For me the positive vectors are commitment, openness; a willingness to dwell in conjectures and dilemmas and to insist on precision (or the nearest aspirational approximation) when precise information and precise execution are needed to keep the spacecraft from disintegrating. I must also testify that experts lead in many different ways, and many of those different ways are not only important and eminently cherishable but have in fact changed my life. When I watch The Godfather, or read A. S. Byatt, or talk with a gifted and humane practitioner of the healing arts and sciences, I give myself over to the experts, not uncritically, but with commitment and a desire to open myself toward those talents, so long as they are not exercised with cruelty or in mere self-interest.
I too keep looking for the sweet spots.
Oddly, that search has also characterized much of my scholarly work as a Miltonist. How could it not, when one of Milton’s choicest lines is “the sober certainty of waking bliss”?
Here’s an anthology of sweet-spot readings, placed together with minimal commentary: bread crumbs along my wandering way.
[Jimmy Henderson] has been compared to Miller as a strict disciplinarian. Certainly he is an excellent leader. Jimmy sees the band as self-disciplined out of pride in themselves as artists and pride in being associated with the Glenn Miller Orchestra. “Discipline we do have,” he affirms, “but regimentation we do not. There is an enormous difference. Regimentation has no place in music.”
Patricia Willard, from her liner notes to The Direct Disc Sound of The Glenn Miller Orchestra, directed by Jimmy Henderson (The Great American Gramophone Company, 1977. GADD-1020).
Orbiting is responsible creativity: vigorously exploring and operating beyond the Hairball of the corporate mind set, beyond accepted models, patterns, or standards” — all the while remaining connected to the spirit of the corporate mission.
To find Orbit around a corporate Hairball is to find a place of balance where you benefit. from the physical, intellectual and philosophical resources of the organization without becoming entombed it eh bureaucracy of the institution.
If you are interested (and it is not for everyone), you can achieve Orbit by finding the personal courage to be genuine and to take the best course of action to get the job done rather than following the pallid path of corporate appropriateness.
To be of optimum value to the corporate endeavor, you must invest enough individuality to counteract the pull of Corporate Gravity, but not so much that you escape that pull altogether. Just enough to stay out of the Hairball.
Through this measured assertion of your own uniqueness, it is possible to establish a dynamic relationship with the Hairball–to Orbit around the institutional mass. If you do this, you make an asset of the gravity in that it becomes a force that keeps you from flying out into the overwhelming nothingness of deep space.
But if you allow that same gravity to suck you into the bureaucratic Hairball, you will find yourself in a different kind of nothingness. The nothingness of a normalcy made stagnant by a compulsion to cling to past successes. The nothingness of the Hairball.
Gordon Mackenzie, Orbiting The Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace (Viking, 1996), p. 33. H/t @marianafunes. NB: I question that “it is not for everyone.” I believe Mackenzie is delivering a strong caution there, not a statement about eligibility or desirability. Or he may simply be trying to forestall objections.
By virtue of a privilege which he shared with the greatest creative artists, the composer [Maurice Ravel] never lost, in his obstinate determination to acquire technical mastery, that fresh sensibility which is the privilege of childhood and is normally lost with advancing years.
Alexis Roland-Manuel, quoted in Richard Freed’s liner notes to the original 1975 Vox Quad recording of Daphnis et Chloe (Ballet Suites Nos. 1&2) and Ma Mere l’Oye, as reproduced in the Mobile Fidelity SACD reissue of that recording in 2005. Ravel is one of my favorite composers, and I cannot imagine a sweeter spot than at the intersection of an “obstinate determination to acquire technical mastery” and “that fresh sensibility which is the privilege of childhood….” How to keep that intersection always in view and always yielding energy? Great teachers have a feel for those tasks.
And yes, such commitments are difficult to manage, especially when they take vastly different forms, experiences, and methodologies. Ironically, an obsession with standardization built out of superficial outputs, outcomes, and analytics will appear to ease the learner’s path, only to rob the learner of the very many-mindedness that leads to the deepest, most transferable, most enduring learning of all.
The changing values of the 1960s influenced the CMU [Carnegie Mellon University] drama department’s instructional program. A few faculty members explored innovative techniques, while others adhered to the acting methods they had learned, or passed along specialized skills like mime, dance, and diction. The diversity of their approaches was both helpful and challenging for the undergraduates. Leon Katz remembers, “There was no uniform attitude to the faculty. We had five acting teachers. All of them were tremendously good and they loathed what one another was doing. Each one had a totally different conceptual training. The students were confused. They would go to [department chairman] Earle Gister and say, “What are we supposed to believe? We’re totally confused!” He said, “Good, that’s your training. You sort it out and find the thing that’s right for you.”
Carol De Giere, The Godspell Experience: Inside a Transformative Musical (Bethel, CT: Scene 1 Publishing, 2014, pp. 21-22)