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This article outlined several issues. 1. High powered politicians coming together to make decisions on federal policy that directly effect their financial profits. 2. The use of insufficient evidence from studies, the lack of scientific correlation and the improper transcription of results from studies being used to make "the best" decisions in standardized tests and phonics instruction on reading skills. 3. The emphasis and funding for schools being put toward standardized tests and phonics instruction along with materials/products needed for them instead of other places that may be in more need.

This article brings to light what Metcalf describes as the "Bush Revolution" in education. After providing a brief history of education, referencing Horace Mann and John Dewey, Metcalf stresses education as a business, connecting McGraw (Publisher McGraw-Hill) and Bush. Bush changes the system and creates new standards in education, as a result new materials are then needed to implement his new education 'revolution.' Metcalf implies the situation is more about business between friends than actually worrying about educating children.

Spiritual principles of organizations from someone who is a respected trainer, emerging from the "agile" approach to software development. It would be interesting to compare and contrast these principles with those animating the cycles and epicycles of action research.

This is an interesting initiative of a local business executive-turned-sculptor. I love that he not only found the courage to explore a creative avenue that he had never practiced in the past, but that he also seeks to help others do the same. I would be interested to read his book in which 100 people are interviewed regarding their significant life changes, and found it inspiring that there is actually a group in Needham that explores these ideas, called Discovering What's Next. What a great idea!

Thanks for posting this- I agree, it's impressive! Many adults are really afraid of art and afraid of exploring creativity. Not this guy, obviously!

This article is actually an interview of Peter Senge, author of The Fifth Discipline, and Margaret Wheatley, author of Leadership and the New Science; both are also organizational theorists. The two discuss how organizations can be more successful if they can work better with uncertainty, and incorporate meditation, derived from periods of silence in dialogue sessions, into their work. They claim that organizations need to accept that change should be accepted as the reality, and that life is a continuous state of change. The two also discuss the concept of "collective cultivation," wherein Buddhism teaches that cultivation is the practice of meditation, study, and service. Organizations not only need to accept change, but they need to collectively work hard and know how to accept this change. Unfortunately, most organizations don't have the tools or methods to support this idea. This interview allows the reader to think more about the concept of organizations and leaders in general, and how we understand them. We can't blame the hierarchy for the way things are, because we put the hierarchy in place. We are responsible for our own actions when we obey the demands of our leaders. If we can change our own views of organizations and the habits that we have adopted to work in them, then we can potentially change the way that they function from the inside out.

What struck me most about this article is their suggestion that we need to change our concept of what it means to be a leader in an organization. Particularly in the Western world, we look to our leaders, in fact expect our leaders, to have all the answers. As a leader, being comfortable sitting with uncertainty makes those you lead uncomfortable with you. The process of action research incorporates many of the same characteristics Senge and Wheatley identify: listening, being open, engaging in dialogue. Actively using action research in the workplace may help us reform our model of leadership.

I thought this article was very different but also very interesting. I like the combination of a business perspective and a religious one. I never really put too much thought into any similarities between the two. The suggestions on an effective leader and an effective organization are insightful. I agree there needs to be more dialogue as well as more reflection in order for things to work more efficiently.

(access full PDF via Umass databases page to SAGE journals online) "In this article we delve into the potential learning capacity inherent in project-based organizations derived from conclusions drawn from action research as well as extensive field experience. We propose project-based learning as a means to deal with the challenge of sustainable growth of learning capacity, i.e. developing learning capabilities that enable reasoning beyond the short term; knowledge creation and sharing beyond the individual or team. Based on stories from the field, we explore the distinguishing features of project-based learning and ways in which project-based learning can be instrumental in building communities of reflective practitioners."

This is an interesting perspective on learning styles and options. I've experienced working in a Charter School with this philosophy, project based learning, which of course is appealing to some learners, but not all. It is an excellent option to pursue for particular students who may thrive in this learning environment, where they might otherwise flounder in a traditional setting. It would be nice to see this option incorporated more widely in regular public schools in addition to traditional tracks (business, college prep, vocational education). Mary Ann p.s. E.K. READ THIS ONE!

The Philadelphia article describing Southwest Airlines implementation of a program to allow autistic individuals "pre-view" the flight experience prior to the real experience to minimize initiating behaviors illicited by the new situation. Other airlines are joining in on the procedures. Dr. Wendy Ross trained 130 airport and airline employees on autism, which is diagnosed in one in 100 children annually.

As a research methodology, Participatory Action Research (PAR) is an ideal blend of CCT skills and tools. The author of the article, Couto quoted Freire (1970) in saying that "PAR is a community-based, problem-centered, active learning pedagogy, and it imparts several social problem-solving skills and lessons about participation in democratic societies". The article chronicles efforts by the author to engage students from the University of Richmond in a participatory action research project. The purpose of the research was to better understand needs and issues facing the Richmond Juvenile and Family court system. During the project, students worked with detained juveniles to better understand how the system was affecting each individual. The article provides a clear overview of participatory action research, offering numerous benefits of the process. The author suggests that PAR has the potential to be seen as the "scholarship of engagement" and is spreading in the same way that community service and service learning caught on in the 1970's and 1990's.

This method sounds like it could deliver much stronger learning experiences than typical service learning can because there the students usually remain formally outside what they study, though they learn and gain a lot through personal interactions and experiences. Here they directly engage in situations, working for change as partners, that through the service learning model they generally only try to alleviate and understand. The example is extreme and probably unsuited for most groups, but the methods are intriguing and exciting. The part about the community affected controlling the agenda would be key, as it can be a balance act, trying to have students really learn from experiences and not take condescending approaches.

This article was a good complement to the interview of Peter Senge and Margaret Wheatley (Changing How We Work Together) and Senge's work is also quoted in the article as well. Senge says that learning organizations should nurture new and expansive patterns of thinking, have higher standards for collective learning, and engage people in the team. It would be interesting to see what would happen if higher education institutions engaged in more participatory action research, wherein the students, faculty, and staff had more of a say in the actions of the institution. As it stands now, feedback from students and faculty is sought in some respects, such as in committee work, but many students are too busy to offer feedback to the institution. Instead, there is still a hierarchy of administration that makes the final decisions for actions that affect the students, faculty, and staff.