Part 4: The one and only learning theory that counts is …

Part 4.  The impact of the no one learning environment cont.

A blame culture, the ultimate outcome of the “one way”.

Earlier I explored the impact of the one way not working. I described how in my experience it leads to the tightening of monitoring and checking systems,  inflexible frameworks and the limiting of creativity (or in some cases finding “creative” ways around inflexibility).  Now we turn to whose fault is it the one way is not working.

If the one way to learn, the prescribed approach, is not working then it is the fault of someone. Who is that “someone”? At the start there are always a lot of things to point the finger at, after time though the number dwindles. That someone was the Local Education Authority, trendy (lazy) teachers, progressive teaching methods, low aspirations, parents, disruptive students etc. Now it is either the leadership of the school or the teacher or a lack of effort on the part of the learner (also the fault of the teacher). In such cases it is easy to get into a cycle of finger pointing or a blame culture.

We in the UK are definitely into a blame culture and as we move further and further into it the language used by government gives this away. We hear things like “we are introducing a new check”, “pupils at risk of falling behind” , “target those areas” and “children aren’t being given a fair shot to succeed”. More the language of war you would think (the outcome of desperation?) than education perhaps.  Then there is the “takeover” manoeuvre (there is that war analogy again!), the one where those who were “in charge” or responsible are no longer trusted and a new regime is installed. In the UK it is academy trusts who take over “failing schools” but these are also failing (as we would expect if the one way does not work!). It’s certainly a dilemma for any government that persists on the one way path. I suppose with so much invested in the one way, both personally, as well as politically, it is hard if not impossible to even consider another way let alone more than one way.

What we do know is the learning environment created by the pursuit at all costs of the one way is very toxic for those involved in leadership, teaching, and learning.  Finding a way to deal with this environment is the key to improving teaching and learning. We know that through regulation and inspection leadership and teachers have their hands tied so this leaves the learner.  A simple analogy that describes how we may proceed in dealing with a toxic environment that is not going to change is living somewhere really cold and wanting to be warm. You can ask for sunnier days, less snow and ice each year or longer summers and shorter winters until you are blue in the face (ignoring climate change). You are asking for the unlikely if not impossible. The more successful way is to acclimatise yourself to the environment and seek ways of managing it in order to get what you want – to be warm. So you learn what clothes to wear and how to wear them, you practice ways of getting and keeping warm and after a while you are warm, despite the environment.

If we take the same approach in teaching and learning then it’s not about changing the learning environment to meet the needs of the learner it’s about equipping the learner to manage the learning environment to meet their learning needs.  This is important not only because of the one way  problem but because we do not learn just in schools or managed environments. We have the opportunity to learn in a number of different environments. For example at home, in work, during leisure and in a social setting are all potential learning environments.  My experience is that some learners do not do well in one school environment but thrive in another, some do not do well in any formal education environment but thrive when on work placements, and some excel in leisure pursuits but do less well in school. They are the same person but achieve differently in different environments. If we wanted evidence that we need to equip learners with the skills, attitudes, attributes, and behaviours (SAAB) to manage their learning environment then we need look no further than these examples. Where their SAAB matches the environment they flourish, where it does not they struggle.

My claim is that in these situations the learner possesses the appropriate SAAB profile for the environment in which they thrive but not the profile for those where they struggle. It occurs to me that we need to broaden or develop the SAAB profile of the learner such that they can thrive in any learning environment. We need to work with the learner to explore their learning needs and how this impacts on their learning beliefs.  To build in the learner the ability to see a difficulty to learn not as a personal weakness but as a result of the environment they are in and not having the SAAB to mange it effectively.

Links to earlier parts are:

Part 1

Part 2

Part 3

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