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Critical Evaluation at the Curriculum Level
James Atherton1 December 2010
http://bedspce2.blogspot.com/
Much evaluation takes place at the level of the taught session or a teaching sequence; this lecture will concentrate on critical evaluation of curricula as a whole.
“Critical” in this context means making use of some kind of external framework to throw certain features into relief.
Gibbs’ cycle
DescriptionWhat happened?
ConclusionWhat else couldyou have done?
Action PlanIf it arose again,
what would you do?
FeelingsWhat were you
thinking and feeling?
EvaluationWhat was good and
bad about the experience?
AnalysisWhat sense
can you makeof the situation?
Just a reminder of the components of an evaluation and
development cycle, after
Graham Gibbs
• Incidentally, do read Gibbs G (2010) Dimensions of Quality York; Higher Education Academy (available on-line for free—link is on blog)
• It’s one of the best thingson evaluation (albeit inHE), to appear foryears.
Brookfield’s four “lenses”
There’s nothing exclusive about choosing these particular lenses or perspectives. It is their multiplicity which is important.
Brookfield S D (1995) Becoming a Critically Reflective Teacher San Francisco; Jossey-Bass
Four lenses
•Autobiographical•Student
•Peer
•Theoretical
Four lenses
•Autobiographical•Student
•Peer
•TheoreticalThis lens is the default for most of us—seeing from the perspective
of our own experience as the teacher.
Four lenses
•Autobiographical
•Student•Peer
•Theoretical
There has recently been an emphasis
on the “student experience”
particularly in HE
This is the formalcurriculum
This is the formalcurriculum
This is broadly where it works; you set out to teach something ,
and the students learn it
This is the formalcurriculum
This is broadly where it works; you set out to teach something ,
and the students learn it
This is what you teach but the
students do not learn; it’s a waste of
time
This is the formalcurriculum
This is broadly where it works; you set out to teach something ,
and the students learn it
This is what you teach but the
students do not learn; it’s a waste of
time
And this is the hidden
curriculum; stuff you did not set out to
teach, but the students learned
anyway.
•All social practices have a sub-text, or “send a message”.
•… usually about values and relationships
•There is no way to avoid these messages The only question is whether they are
“good” messages or “bad” ones
Conveyed by practically everything that goes on apart from the formal taught material:• from the quality of the furnishings• to the assessment regulations• and accessibility ...They all say something about what the institution thinks of its students... And that interacts with the formal curriculum...
Formal/intentional message
Covert/unintended message
“Good”: covert message
reinforces formal message
“Bad”: covert messagecontradicts/underminesformal message
Irrelevant/neutral
• Bowles and Gintis: suggest that the systems of US education have developed to socialise children to join a capitalist workforce
• Hunter: Suggests that many values associated with schooling were not deliberately developed, but are the by-products of the “social technology” of the institution
• Illich: argues that the values of the school are inimical to education
• Becker, Snyder: see the most effective training undertaken in colleges is how to survive the system
• Apple: deconstructs practices (and materials) to expose embedded values
Commentators—go back a long way in uncovering the hidden
curriculum
See blog for more detail/links
Four lenses
•Autobiographical
•Student
•Peer•Theoretical
We teach as part of a
community of practice, living with all the tensions that entails. Assumptions about teaching and learning… Concern for inclusivity, and for standards
Based on Wenger E (1998) Communities of Practice Cambridge; CUP p. 63
Participation
Reification
meaning
worldexperience
negotiation
living in the world
membershipacting
interacting
mutuality
forms
points of focus
documentsmonuments
instrumentsprojection
This is Etienne Wenger’s take on a community of
practice. Much of it is not formally designed as an
organisation; it develops organically...
Based on Wenger E (1998) Communities of Practice Cambridge; CUP p. 63
Participation
Reification
meaning
worldexperience
negotiation
living in the world
membershipacting
interacting
mutuality
forms
points of focus
documentsmonuments
instrumentsprojection
...out of the interaction of participants, and the way in which procedures take on a life of their own and may even take physical form (reification)
Hunting Assumptions
Assumption 1• It’s common sense to cut lecturing down to a minimum, since
lecturing induces passivity in students and kills critical thinkingAssumption 2• It’s common sense that students like group discussion because
they feel involved and respected in such a setting. Discussion methods build on principles of participatory, active learning.
Assumption 3 • It’s common sense that respectful, empathic teachers will
downplay their position of presumed superiority and acknowledge their students as co-teachers.
Etc….(Brookfield, 1995)
In the same vein, Brookfield encourages us to explore the
taken-for-granted assumptions implicit in the curriculum and pedagogic approach: where’s the evidence for all this stuff? What’s it say about us that we
believe it?
Espoused theoriesand theories-in-use
Argyris and Schön differentiate between
•espoused theories: what people say they are doing, and
•theories-in-use: what they are “in fact” doing, as it might appear to an informed outsider
So what are the theories-in-use in the curriculum?Note that theories-in-use are often regarded as “inferior” to espoused theories, both technically and morally. But sometimes they are actually better—we just don’t know how to explain and communicate them.
Working myths
•When theories-in-use are articulated
•usually as stories•they become taken-for-granted
“working myths”
Ideas are shared in communities of practice not as formal theories,
but as stories which embody values
Four lenses
•Autobiographical
•Student
•Peer
•TheoreticalWe’ve touched on this
lens, implicitly, but as the preceding point about
stories makes clear, it’s perhaps the least important one...
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact (results)
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
To end with a reminder of what you already know, just as we started with one.
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Did the students/participa
nts enjoy it?
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Did the students/participa
nts enjoy it?
From evaluation
instruments
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Did they actually learn
anything?
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Did they actually learn
anything?
From assessment
results
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Do they do anything
differently?
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Do they do anything
differently?
From observation
of subsequent
practice
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Does that make any difference to the performance
of the organisation?
Kirkpatrick
1. Reaction
2. Learning
3. Behaviour
4. Impact
Kirkpatrick D and Kirkpatrick J (2006) Evaluating Training
Programs: The Four Levels (3rd edn.) NY; Berrett-Koehler
Does that make any difference to the performance
of the organisation?
From ?
http://bedspce2.blogspot.com/