Early Reflections – Margaret Wheatley and Heutagogy:
“We have known for nearly half a century that self-managed teams are far more productive than any other forms of organizing. There is a clear correlation between participation and productivity; in fact productivity gains in truly self managed work environments are at a minimum 35% higher than in traditionally managed organizations. (Wheatley, 1997)
Margaret Wheatley is talking about leadership in organizations and managing change but it isn’t too much of a stretch to replace organizations with higher education and self managed teams as self managed students. According to Wheatley’s explanation of systems, the system self organizes, the instructor and students develop shared understanding of what’s important, recognize what’s acceptable learning, and define the learning that is required and what the actual assessment of learning looks like. As this system develops, new capacities will emerge from learning together (Wheatley, 1997).
Learning Styles Out – Preference and Meaning Making In
“When learning and personal development are integrated, the cognitive and affective dimensions are seen as one process, and the hallmark of a successful educational experience is when increased cognitive understanding is complemented by increased sense of self, personal maturity and interpersonal effectivess” (King & Baxter Magolda, 1996, p. 163).
The concept of learning styles being a myth is quite frankly, shocking to me. I have lived the majority of my adult life believing certain styles enhance my learning…..that being said, I can easily see that replacing styles with preferences is not a significant leap of faith. Preferences built on individual meaning reflects this quote and the complimentary nature of cognitive understanding and sense of self…and speaks to that “mssing link” that brings engagement to the learner and the learning.
King, P. & Baxter Magolda, M. (1996) A developmental perspective on learning. Journal of College Student Development, 37, 163 – 173.
Wheatley, M. (1997). Goodbye Command and Control. Leader to Leader Institute, #5 (summer 1997).
THE SIX TYPES OF SOCRATIC QUESTIONS
|1. Questions for clarification:||
|2. Questions that probe assumptions:||
|3. Questions that probe reasons and evidence:||
|4. Questions about Viewpoints and Perspectives:||
|5. Questions that probe implications and consequences:||
|6. Questions about the question:||