JONATHAN KOZOL / Harper's Magazine v.311, n.1864 1sep2005…..
As I found a place to sit in a far corner of the room, the teacher and his young assistant, who was in her first year as a teacher, were beginning a math lesson about building airport runways, a lesson that provided children with an opportunity for measuring perimeters. On the wall behind the teacher, in large letters, was written: "Portfolio Protocols: 1. You are responsible for the selection of [your] work that enters your portfolio. 2. As your skills become more sophisticated this year, you will want to revise, amend, supplement, and possibly replace items in your portfolio to reflect your intellectual growth." On the left side of the room: "Performance Standards Mathematics Curriculum: M-5 Problem Solving and Reasoning. M-6 Mathematical Skills and Tools ..."
My attention was distracted by some whispering among the children sitting to the right of me. The teacher's response to this distraction was immediate: his arm shot out and up in a diagonal in front of him, his hand straight up, his fingers flat. The young co-teacher did this, too. When they saw their teachers do this, all the children in the classroom did it, too.
"Zero noise," the teacher said, but this instruction proved to be unneeded. The strange salute the class and teachers gave each other, which turned out to be one of a number of such silent signals teachers in the school were trained to use, and children to obey, had done the job of silencing the class.
"Active listening!" said Mr. Endicott. "Heads up! Tractor beams!" which meant, "Every eye on inc."
On the front wall of the classroom, in hand-written words that must have taken Mr. Endicott long hours to transcribe, was a list of terms that could be used to praise or criticize a student's work in mathematics. At Level Four, the highest of four levels of success, a child's "problem-solving strategies" could be described, according to this list, as "systematic, complete, efficient, and possibly elegant," while the student's capability to draw conclusions from the work she had completed could be termed "insightful" or "comprehensive." At Level Two, the child's capability to draw conclusions was to be described as "logically unsound"; at Level One, "not present." Approximately 50 separate categories of proficiency, or lack of such, were detailed in this wall-sized tabulation.
A well-educated man, Mr. Endicott later spoke to me about the form of classroom management that he was using as an adaptation from a model of industrial efficiency. "It's a kind of `Taylorism' in the classroom," he explained, referring to a set of theories about the management of factory employees introduced by Frederick Taylor in the early 1900s. "Primitive utilitarianism" is another term he used when we met some months later to discuss these management techniques with other teachers from the school. His reservations were, however, not apparent in the classroom. Within the terms of what he had been asked to do, he had, indeed, become a master of control. It is one of the few classrooms I had visited up to that time in which almost nothing even hinting at spontaneous emotion in the children or the teacher surfaced while I was there.
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