Private Tutoring Vs Public Education

A tutor is a professional instructor who tutors or teaches a student. The term ‘tutor’ is largely used in the context of private or personal teaching, either to a single student or a group of students, that are in need of supplementary tutoring outside the classroom.

Tutor profiles in different countries

The title is used to denote different job profiles in different countries. For instance, in the US, the term tutor is usually associated with a professional who instructs or teaches within a school setting. But often, a tutor is a professional instructor in a given subject or field and by and large, the term is used at a higher educational level – e.g. high school and college levels.

In the UK, a class of students or a ‘form’ is the responsibility of the ‘form tutor’ who is headed by a guidance teacher or year head and has full-time responsibility in his or her role as a specialist subject teacher. The form tutor is the person who interacts with parents about their child’s progress, shortcomings and any problems encountered at school and provides the foundation for a well-rounded academic experience.

In Asia, a tutor usually refers to a professional instructor who provides private coaching or teaching. Several countries in south-east Asia maintain different profiles for the job of a tutor; in Cambodia, tutoring is provided by regular teachers, small and large companies provide tutoring in Hong Kong and in South Korea private entrepreneurs and companies use technology to provide tutoring on a large scale.

Fallouts of private tutoring

A study undertaken by the Comparative Education Research Centre at the University of Hong Kong made some very strong observations, chief among them being the fact that private tutoring has created and exacerbated social inequalities and nurtured an unregulated industry which burgeoned at the cost of much needed household income. Besides, it has caused inefficiencies in school education systems and has undermined government and official statements about free-education for all. In short, private tutoring has threatened social cohesion.

This sort of private tutoring is called ‘shadow education’ and the industry is growing rapidly globally. There are several factors attributed to this such as:

• Stratification of education systems

• Perceptions of shortcoming in regular academic streams

• Cultural factors

• Growing incomes

• Diminishing family sizes

This has spurred the education sector to attain the status of a profitable industry segment with a vast advertising and marketing portfolio, much like saleable commodities in the market.

Benefits of tutoring

Besides the institution that gains manifold from having tutors on its roles thereby expanding the scope of knowledge and information, there are certain benefits that the tutors also gain as well as the students.

The benefits enjoyed by a tutor through glimpses into the teaching segment and interacting with qualified and experienced teaching professionals are:

• Increases knowledge of specific subjects

• Widens scope of subject-related information

• Improves the ability to manage study strategies

• Enhances motivation to improve knowledge in order to be competitive

• Encourages higher levels of thinking

For the students the benefits are numerous; however, the important ones are:

• Provides greater interaction between teacher and learner and creates a role model for youngsters

• Greatly improves academic performance

• Improves personal growth and self-esteem

• Motivates self-directed and self-paced learning

• Provides greater opportunities for intensive study practice of subjects

Continuing Medical Education

Continuing medical education helps medical practitioners and physicians stay updated on the latest breakthroughs in the medical field. It is important because of the fact that the latest knowledge of solutions to diseases and other discoveries helps in gaining a better understanding of any illness and thereby prescribing the cure.

The purpose of continuing medical education is to supplement research, expand and offer quality updated education for physicians and health care providers. Continuing medical education aims to retain, develop and enhance knowledge, ability and professional performance. This in turn helps doctors and surgeons serve patients and the community in a more effective and efficient manner.

Most continuing medical education institutions offer a complete series of learning experiences. This helps enhance the practitioner’s knowledge, provides updates and analysis, and expands specialized expertise. Most educational institutes construct its curriculum in such a way as to balance and complement the learner’s needs. Continuing medical education studies may include various forms of learning such as consultations and discussions, home studies and online courses. Visiting fellowships can also be a part of continuing education.

This process of classification, expansion and endorsement of principles used by physicians to enhance expertise usually results in improved medical care for patients. Continuing medical education is also termed as continuing professional development. Continuing medical education helps refresh the knowledge base, expand it and increase awareness of the professionals. It further enhances their dexterity and performance as a health care professional. These skill sets allow medical professionals to improve their services to patients and the public.

The main aim of continuing medical education is to cover skills generally recognized and accepted by the profession. The discipline of clinical medicine, and the provision of health care to the public are given utmost importance.

Diversity Pioneers In The History Of Diversity Education

Introduction

Diversity education is becoming a solution for many businesses. In the European Union, it is offered to small and medium-sized businesses to develop their capacity to include people of across states in the union and cultures. Australia’s government utilizes diversity education to end a history of discrimination against Aboriginal and Islander people. Asia finds it useful for increasing productivity in multinational companies, and for addressing the historical challenges of achieving harmony between Muslim and Hindu citizens. South Africa has implemented diversity education to adjust to the removal of the Apartheid system. The United States has offered diversity education for decades, although the rationale for its use has changed over time.

This article is limited to characterizing the history of diversity education in the United States. A history of diversity education in other countries and continents will follow in future issues.

Diversity Training and education in the United States

Many organizations, communities, military sectors, and higher education institutions have been conducting some form of diversity education since the 1960s in the United States. Businesses used diversity training in the late 1980s and throughout the 90s to protect against and settle civil rights suits. Many organizations now assume that diversity education can boost productivity and innovation in an increasingly diverse work environment. The assumptions about the value of diversity training, as a result of its changing functions and uses, have evolved over the decades.

Diversity education basically started as a reaction to the civil rights movement and violent demonstrations by activists determined to send a clear message to Americans of European descent that black people would no longer remain voiceless regarding their treatment as citizens. Social change in order to achieve a more stable society prevailed was the rationale for the education, which primarily focused on training to increase sensitivity towards and awareness of racial differences.

Encounter groups became a popular training method for bringing white and black Americans together for honest and emotional discussions about race relations. The military employed encounter groups in what is perhaps the largest scale diversity education experiment ever conducted (Day, 1983). Many of the facilitators viewed the “encounter” among racial group participating in diversity training as successful when at least one white American admitted that he or she was racist and tearful about racial discrimination and white supremacy.

Employing a black-white pair of facilitators was considered essential for exposing participants to the two race relations perspective and to model cross-racial collaboration. The facilitators were typically men, and the white facilitator was most valued if he could openly show emotions about his own journey in discovering his deep-seated racism.

Facilitators saw their work as a way to achieve equality in a world that had historically oppressed those with less social, political, and economic power. Confronting white Americans who made excuses for, or denied their racism, was common in this diversity training approach. The goal was to increase white American sensitivity to the effects of racial inequity.

White American participants tended to respond to confrontation in sensitivity training in three important ways. One group of whites became more insightful about the barriers to race relations as a result of being put on the hot seat during the encounters. Another group became more resistant to racial harmony as they fought against accepting the facilitators’ label of them as racists. A third group became what the military referred to as “fanatics.” These individuals began advocating against any forms of racial injustice after the training.

H. R. Day’s (1985) research on diversity training in the military indicates that the Defense Department Race Relations Institute reduced the amount of training hours and curtailed the use of the “hot seat” techniques in response to negative evaluations by many participants who completed the training. Diversity training in corporations also began to change as Affirmative Action laws were being curtailed by the federal government.

While gender diversity education began to emerge during the 1970s and 1980s, diversity education in the United States expanded in the 1990s to focus on barriers to inclusion for other identity groups. Ability difference, ethnic, religious, gay, lesbian, and other worldviews began to appear in education and training.

Some diversity pioneers argue that the broader view of diversity has “watered down” the focus on race to the extent that it is no longer seriously dealt with in training. Their assumption is that focusing on prejudice towards other groups does not activate the visceral reaction needed for individuals, organizations, and the society as whole to deal with core discrimination issues.

Recent research shows that people in the United States have more negative reactions towards people who are gay or lesbian (Devine & Monteith, 1993). It seems that many Americans share an anti-gay and lesbian attitude, primarily based on religious beliefs. However, even the attitude towards gays and lesbians is becoming more positive way, as indicated by the success of the movie Brokeback Mountain about two cowboy lovers, and the introduction of legislation that protects their rights (Vaughn, 2002).

Multiculturalism refers to the inclusion of the full range of identity groups in education. The goal is to take into consideration each of the diverse ways people identify as cultural beings. This perspective has become the most widely used approach today in diversity education. The inclusion of other identity groups poses the challenges of maintaining focus on unresolved racial discrimination and effectively covering the many different identity groups.

The current focus on white privilege training in one sector of diversity work maintains a place for racism in diversity education. White privilege education involves challenging white people to consider the benefits they reap individually as a member of the racial group with the most social, political, and economic power.

While white privilege, multiculturalism, and racism work are each very important, diversity professionals must keep in mind that organizations vary in diversity education needs. Determining how to meet these needs requires the trainer to possess critical thinking skills and an ability to facilitate issues outside of her or his cultural experience. The capable diversity professional has the ability to determine when race education is the suitable intervention, when gender orientation is called for, when addressing homophobia is necessary, etc.

Discussions about gender differences, sexual orientation, Native American identity, Latino empowerment, white privilege, etc. provide a rich context for understanding the complexity of American diversity. Today’s savvy diversity trainer has the expertise to take a multicultural perspective in facilitating and training, and he or she commands knowledge of the range of identity groups. Giving each identity group the attention it deserves is no small matter as a result.

The reality of global mobilization has required an even broader view of diversity work due to working with an increasingly cross-national audience. The use of the label African American, for example, is complicated by white and black Africans immigrating to the United States. An organization may have employees from the former Yugoslavia, refugees from Somalia, guest workers from India, and people with limited English-speaking skills-just to name a few modern diversity challenges. Religious diversity accompanies globalism, which is also included in modern diversity education.

It is likely that this complexity of identity group needs prompted diversity professionals like Judith Katz to focus on promoting inclusive organizations. The objective is to remove the barriers to productivity for every member of the organization with particular concern for historically excluded group members.

Another recent change is the emphasis on diversity education, rather than diversity training. While the use of one term versus another is regularly debated, it is a valuable exchange of ideas. From the author’s perspective, the term diversity education both broadens the view of what diversity programs within organizations are about and manages the often negative connotation diversity training activates. Perhaps more important is that the term allows us to distinguish between diversity training and other programmatic activities among diversity practices.

In addition, diversity expertise has changed over time, which partly reflects changing demands and the growth in the field’s body of knowledge. A description of the profession before the rise of the chief diversity officer tells us a lot about what diversity professionals faced as consultants.

Diversity Pioneers

Diversity professionals are hired on staff in organizations that understand that diversity is capital and harnessing it in the service of productivity requires a long term commitment. An in-house diversity professional is responsible for leading a diversity initiative within an organization. Some have the title chief diversity officer or vice president of diversity, while others are considered diversity coordinators or steering committee chairs. Regardless of what they are called, these positions are becoming increasingly prevalent in organizations. Not long ago, a human resource officer would hire a consultant or trainer to handle a diversity matter with sensitivity-awareness training as the expected the solution.

Diversity pioneers laid the foundation for the emergence of today’s diversity leaders. A diversity pioneer is someone who has been in the profession for more than twenty years, which includes those who have served either as an in-house or consulting professional. The in-house professionals are activists for diversity, inclusion and fairness. It is the contributions of external consultants and trainers that is the focus in this article.

Here is a list of diversity pioneers in the United States:

o Elsie Cross

o Price Cobb

o Sybil Evans

o John Fernandez

o Lee Gardenswartz

o Lewis Griggs

o Ed Hubbard

o Judith Katz

o Frances Kendall

o Fred Miller

o Patricia Pope

o Ann Rowe

o Donna Springer

o Roosevelt Thomas

The list is based on data collected a couple of years ago by Diversity Training University International students. An editorial staff member brought to the author’s attention that he began his diversity teaching and consulting career in 1986. His initial reaction was feeling intimidated by the thought of placing his name on a list with such an esteemed group of pioneers.

Few diversity pioneers had specialized training when starting out in the business. Louis Griggs, for example, is a Stanford MBA. Judith Katz had a more closely related background with a doctorate from University of Massachusetts that focused on race relations. She also taught in the University of Oklahoma Human Relations Program for ten years prior to entering the business sector as a fulltime consultant.

The author is trained as an applied research cultural- cognitive psychologist at the University of California, San Diego. After receiving the doctorate in 1986, he taught cultural competence for nearly two decades. Each diversity pioneer had had to learn about how to navigate the landmines in diversity work while on the front lines as consultants, trainers, and educators.

What the pioneers may have lacked in credentials specific to the diversity profession, they more than made up for with the bumps and bruises they endured in the trenches of just doing the work.

Raising the Bar

Judith Katz was a student activist for social justice in the late 1960s. Judith began her diversity profession by focusing on racism from a white American perspective. By the mid 1980s she was working for The Kaleel Jamison Consulting Group. Affirmative action was at its height, and many companies utilized independent diversity professionals to provide programs to help increase the numbers of African Americans and women employees. Some organizations utilized diversity training to safeguard against civil rights suits during this period of time. Much of the training “focused primarily on black-white racial issues and sexism”, according to Judith, “with little if any attention given to, Latino, Asian, sexual orientation, age or people with disabilities.”

Judith also noticed that the business case in those days emphasized diversity as doing the right thing, rather than as a business imperative. People were expected to fit into the existing organizational culture. It was difficult at the time to effect real organizational change.

“The major change is that diversity is now accepted as a key business driver, rather than diversity for diversity’s sake.” This was accompanied by a shift away from the confrontational approach common in the early stages of diversity education history. According to Judith, “for some folks diversity was about compliance (the concern about law suits) for others it was about increasing individual diversity awareness. The confrontational approach to raising individual awareness did not create systems change in the long run. Some individuals became more aware but the very systems, structures and processes often remained unchanged. Judith notes that many organizations still approach diversity from a compliance perspective but, more and more organizational leaders are going well beyond that. They understand that “if you are not leveraging diversity, you are not in the game of business today.”

Judith is concerned about the challenges that continue to face diversity professionals as well as chief diversity officers. The following is a list of some of her concerns for in-house professionals who lead diversity initiatives:

o Diversity leaders must contend with organizational leaders who give lip service to the diversity initiative without putting their hearts and souls into it or offer it the necessary resources for success.

o As a result, diversity leaders too often shoulder the full weight of the diversity initiative.

o They can get too buried in the work to be effective.

o They are expected to partner with many different parts of the organization, which contributes to additional stress.

o They work alone and are expected to single-handedly get a very difficult job done.

o They are expected to manage a highly political role while getting their job done and legally protecting the organization.

The result is that leading the diversity initiative can be a very difficult, demanding, and lonely job from Judith’s perspective.

Judith believes that leaders of organizations need to “raise its bar” for expectations in delivering results from the diversity initiative. This is the best way to support the diversity officer. A good example is to make people in the organization accountable for contributing to promoting inclusion-especially managers and supervisors. Linking bonuses and merit pay to clear diversity and inclusion metrics is seldom given serious consideration in even the top fifty diversity companies. But this obviously raises the bar of expectations and performance.

Thanks to Judith, diversity consultants and trainers have a role model. In the author’s opinion, she is one of the few who can successfully engage business leaders in serious discussions about organizational inclusion.

Valuing Diversity

Valuing diversity is a term that’s used quite a bit these days in making a case for diversity and inclusion-Thanks to Lewis Griggs. When he coined the words during the early 1980s, his clients thought it was “too touchy-feely.” It wasn’t affirmative action or equal employment opportunity language. One African American male colleague told him that the terminology was downright dangerous because white America was not ready to value people for their differences. But, fortunately for us, he had a vision.

Lewis is a European American who came to diversity work through his own individual growth experiences. Griggs says “While doing international training during the early 1980s, I realized that people from other countries had more knowledge about me as an American than I had about them. This meant the ‘other’ had more power over me in our interactions. I discovered how ethnocentric I was.” Griggs figured that if he was ethnocentric about people from other countries, then “Could I be ethnocentric here in the United States?”

Griggs continued to do ground breaking work. He developed a series of valuing diversity videos. Then he developed one of the first online diversity training programs. The annual diversity conference offered by the Society of Human Resource Management was created by Lewis. Thanks to Lewis, increasing numbers of organizations have embraced the idea that we need to value differences.

Avoiding a Backlash

The higher education sector started offering diversity courses in the general education curricula during the 1980s. Stanford University and the California State University at Fullerton, for example, dared to offer mandatory cultural diversity courses to fulfill general education requirements. There was considerable debate among academicians about whether or not the canon needed protection against including diversity courses.

The author found himself in the middle of the cultural wars as a new assistant professor with a joint appointment in Ethnic Studies and psychology. His training made it easy to interweave cultural differences into developmental, social, and cognitive psychology courses. He also taught mandatory general education diversity courses. The primarily European American, politically conservative students were very resistant to the required courses.

Students resisted less as the courses integrated into the curricula over the years, but many continued to struggle with the material due to difficulty with accepting values and beliefs different from their own.

Recruitment of historically excluded group members, especially students of color, was the primary focus at most universities. No one would seriously listen to ideas about creating an inclusive organization before increasing the numbers of students of color. The attitude was “let’s just get as many students of color in as possible and worry about how to retain them later”. Retaining and graduating these historically excluded students became major problems as the numbers of recruits increased.

The author also witnessed incredible gains in attracting students of historically excluded groups and creating an inclusive environment-only to see those gains undermined by changes in the leadership and economic climate. The lesson learned is that sustainable diversity and inclusion initiatives require an on-going commitment to remove all the barriers that can lead to reverting to old ways of doing business (Fenn, J. & Goforth-Irving, C., 2005). Diversity and inclusion must, for example, be part of each and every new initiative that comes along in order to protect the organization from moving back to earlier inclusion stages.

As economic, political, and global changes required new ways of solving old problems, the pioneers experienced many bumps in the road. This brief history suggests that their sheer determination and commitment built an invaluable foundation from which we all can draw meaningful lessons. This magazine is designed as a solution for building on the pioneers’ foundation so that we can better manage the impact of inevitable environmental changes that impact diversity work.

Adult Education – How is it Different?

How is it different from K-12? Why is this important to us? Discuss andragogy and life-long learning.

Adult education, how is it different? Before we discuss the practical differences, let’s first address the two primary categories of education – pedagogy, and andragogy. Simply stated, in Merriam Webster’s online dictionary, pedagogy is the art science or profession of teaching. Within the profession, however, pedagogy, more often refers to the K through 12 type of approach; the Socratic approach, if you will, where teachers teach and learners listen. The information is passed from the instructor to student – more of a rote learning approach, where the learner is dependent upon the instructor for all learning. The teacher or instructor assumes full responsibility for what is taught.

Andragogy, however, assumes that the learner is self-directed. The learner is responsible for his or her own learning. Self-evaluation is characteristic of this approach. With Andragogy, the learner brings his own experience to the learning process. Each adult learner is a source of knowledge and contributes to the overall learning experience. With this approach is more of a built in readiness to learn than in the pedagogical model. This self-motivation comes from the need to know in order to perform more effectively or to accomplish one’s goals.

So, adult education is focus more on learning what we need to know to accomplish our different life goals. The other education approach is more of a required process to gain certain basic credentials. It is often much less student centered and focuses more on specific outcomes centered around a set curriculum. Adult education in comparison to K-12 is more learner centered in the expectation is more participation based on life experience.

The adult education approach becomes important to us since the goals are primarily different. The goals are centered on achieving a specific task outcome, or learning new behaviors. The adult becomes less motivated by grade point averages, and more motivated by achieving specific goals. Most often these goals are more pragmatic, and are centered around specific outcomes at the learner wants to achieve.

In this 21st century world of complexity, all of our senses are continually being assaulted with multiple types of information. To survive and possibly even to prosper, learning becomes a lifelong process. Most of us become lifelong learners, whether we recognize that specific term or not. In essence, adult education is different primarily from our K-12 experience, and possibly early college, by both our motivation and our need. Adult education becomes a choice, not a responsibility.

Copyright November 4, 2009 Boyd K. Smith, Ph.D. All rights Reserved

Education for Sustainable Development for Child Education and Schools

Education for Sustainable Development (ESD) is a rather new field of education. We can see it as an innovative kind of future education for schools linking the child’s development with the future challenges of society.

I don’t think that education for sustainable development is just another buzzword forgotten in a few years. From a global perspective as well as a local perspective we have to direct education toward what will be truly useful for each child and for each society in the future.

To have a fulfilling life should be within reach for all children wherever they are born. In too many parts of society and of the world children grow up in hazardous environments with very poor conditions for basic requirements and bleak prospects for their future.

Education for Sustainable Development is derived from the Brundtland report’s focus on Sustainable Development (SD). The Brundtland report requires fundamental changes in the society and its institutions, in politics and in our individual family life styles. Economic development cannot be separated from social development and a concern for the environment.

ESD for child development Educational research can tell us a lot of how to make use of education for sustainable development for child development.

The most important fact might be that ESD is an excellent frame for the empowerment of children. When we respect each individual child for its ideas and opinion, and at the same time bring the child into challenging learning situations we facilitate empowerment of the child.

Developing self esteem and empowerment goes hand in hand in education for sustainable development. A proper self esteem is such an important part of successful child development.

Another important fact is that ESD is a productive frame for meaningful learning. Opposite to rote learning and the acquisition of facts without much understanding meaningful learning situations help the child to engage fully in the teaching. By working with real problems the child can develop much better understanding of concepts and skills from the schools core curriculum in a meaningful context. The key to that is the opportunity to use and reflect on these ‘traditional’ ingredients of classic schooling in the meaningful contexts derived from the focus on sustainable development.

Education for sustainable development and schools Some schools have focused on the beautification of their school environment. This might help the school’s prestige in the local society but it isn’t helpful for education for sustainable development unless it happens as the students’ project.

Similarly some schools have put a lot of emphasis in making the school buildings more ‘green’ with solar power panels, recycling systems, water conservation measures and tree planting around the school. Again, such initiatives are only valuable for the learning of the students if they are planned as student projects. You cannot evaluate the quality of a school’s work with education for sustainable development from a picture of the school.

Concerning a better approach to ESD, headmaster and teachers should ask questions like: – How can we challenge students’ thinking on the future and how to make use of parts of the core curriculum in a meaningful way in combination? – How can we teachers cooperate to create stimulating activities and plan the teaching in such a way that the self-esteem of the students will benefit from it? – How can we help students to investigate local people’s concern for the future and how to make sense of such results? – How can we help students to try to make a difference according to their wishes and visions?

Education for sustainable development will gain increasing publicity as the picture of environmental degradation, energy shortage, climate change, increasing poverty mixed with increasing wealth and the overall picture of globalization becomes more evident.

We cannot blame our children for these issues but it is our duty to educate them to be able to cope with such complex and controversial issues and to live a decent life with a belief that it is possible for everybody to make a difference to the better.