Education Professionalism and the Quest for Accountability Hitting the Target but Missing the Point 1st Edition by Jane Green ISBN 0203832566 9780203832561

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ISBN 10: 0203832566 
ISBN 13: 9780203832561
Author: Jane Green

This book focuses on education and its relation to professional accountability as viewed from two different, but not unrelated, perspectives. First, the book is about the work of professionals in schools and colleges (teachers, head teachers, leaders, principals, directors and educational managers, etc.) and the detrimental effects which our present system of accountability – and the managerialism which this system creates – have had on education, its practice, its organization, its conduct and its content. It is also about the professional education (the occupational/professional formation and development) of practitioners in communities other than educational ones and how they, too, contend with the effects of this system on their practices. These different perspectives represent two sides of the same problem: that whatever one’s métier – whether a teacher, nurse, social worker, community officer, librarian, civil servant, etc – all who now work in institutions designed to serve the public are expected to reorganize their thoughts and practice in accordance with a “performance” management model of accountability which encourages a rigid bureaucracy, one which translates regulation and monitoring procedures, guidelines and advice into inflexible and obligatory compliance. A careful scrutiny of the underlying rationale of this “managerial” model shows how and why it may be expected, paradoxically, to make practices less accountable – and, in the case of education, less educative.

Education Professionalism and the Quest for Accountability Hitting the Target but Missing the Point 1st Table of contents:

I.1 PROFESSIONALISM AND ACCOUNTABILITY: SOME TOPICAL QUESTIONS
I.2 ARGUMENT OF THE BOOK
I.3 SOME POINTS OF CLARIFICATION
I.4 OUTLINE OF CHAPTERS
I. 5 A NOTE ON TWO TECHNICAL TERMS
Part I Starting-Points
1 From Concern to Doubt, From Doubt to Critique
1.1 INTRODUCING THE CRITIC OF, AND THE APOLOGIST FOR, THE STATUS QUO
1.2 THE COMPLEX NATURE OF OUR STATUS QUO
1.3 CONCERN HARDENS INTO DOUBT: COMPLEXITY MASQUERADING AS SIMPLICITY
1.4 THE CONFIDENCE OF THE REFORMERS: OUT WITH THE OLD, IN WITH THE NEW
1.5 IS ‘BEING CONCERNED’ SUFFICIENT JUSTIFICATION FOR GROUNDING A CRITIQUE OF THE STATUS QUO?
1.6 THE PEDAGOGICAL ELEMENT IN DOUBT: WANTING TO UNDERSTAND BETTER
1.7 HOW DOUBT JUSTIFIES CRITIQUE
2 Quest for Accountability: The Managerial Response
2.1 MANAGERS, MANAGEMENT, AND MANAGERIALISM
2.2 THE EMERGENCE OF MANAGERIALISM
2.3 MANAGERS AS AGENTS OF CHANGE
2.4 THE TRIUMPH OF MANAGERIALISM
2.5 ‘BETTER MANAGEMENT’
2.6 MANAGERIALISM: DOES IT FUNCTION AS AN IDEOLOGY?
2.7 SELF-JUSTIFYING POWER AND THE QUESTION OF LEGITIMATION
3 The Lure of the Explicit
3.1 WHY THE PURSUIT OF TRANSPARENCY?
3.2 FREEDOM AND RESPONSIBILITY
3.3 THE RATIONALIZATION PROJECT (RP): A FALLACY TO EXPOSE
3.4 ‘ECONOMIC REASON’ AT WORK: THE CORROSION OF PRACTICAL KNOWLEDGE UNDER MANAGERIAL MODES OF ACCOUNTABILITY
3.5 TRANSPARENCY AS OPACITY
3.6 CONCLUSIONS
Part II Practical Judgment
4 Responsibility and Accountability
4.1 THE APPROPRIATION, BY MANAGERS, OF THE NOTION OF ‘ACCOUNTABILITY’
4.2 COMPLEXITIES INHERENT IN THE NOTION OF ACCOUNTABILITY
4.3 SOME DICTIONARY DEFINITIONS: RESPONSIBILITY AS ACCOUNTABILITY, ACCOUNTABILITY AS RESPONSIBILITY
4.4 CLEARING UP SOME PUZZLES ABOUT ‘ROLE RESPONSIBILITY’
4.5 AN AMBIGUITY IN THE IDEA OF ‘BEING CALLED TO ACCOUNT’
4.6 ANOTHER AMBIGUITY: ‘HAVING A REASON’
4.7 QUESTIONS OF JUSTIFICATION
4.8 SKEPTICISM AND ACCUSATIONS OF PRAGMATIC DOGMATISM
4.9 JUDGMENT AND ‘ENDS’
5 Accountability, Answerability, and the Virtue of Responsibleness
5.1 IS THERE A MODEL OF PRACTICAL RATIONALITY TO RIVAL THE MANAGERIAL ONE?
5.2 INDIVIDUAL PRACTICAL RATIONALITY
5.3 PRACTICAL RATIONALITY WITHIN INSTITUTIONAL ORGANIZATIONS: FROM INDIVIDUAL RESPONSIBILITY TO SHARED RESPONSIBILITY
5.4 A THOUGHT EXPERIMENT: ARISTOTLE CONFRONTS AN APOLOGIST FOR MANAGERIALISM WHO SETS A CHALLENGE
5.5 REPLY TO THE CHALLENGE: PRELIMINARIES
5.6 The Relationship Between Principles and Phronesis
6 Quest for Accountability: The Neo-Aristotelian Response
6.1 IN SEARCH OF A MODEL OF AGENT-ACCOUNTABILITY THAT RECOGNIZES THE VIRTUE OF RESPONSIBLENESS
6.2 VIRTUES OF PROFESSIONAL FORMATION
6.3 THE CONCERNS PROPER TO DELIBERATION AND DECISION-MAKING
6.4 ANALOGY BETWEEN ETHICAL FORMATION AND PROFESSIONAL FORMATION
6.5 THE STRUCTURAL ROLE OF FORMATION: AN ANTECEDENT TO DELIBERATION AND ACTION
6.6 PROFESSIONAL EDUCATION AND THE VIRTUES OF PROFESSIONAL FORMATION
6.7 THE STRUCTURAL ROLE WHICH FORMATION PLAYS IN FINDING THE RIGHT END
6.8 MEANS AND ENDS
6.9 ARGUMENTS THE DETERMINED MANAGERIALIST MIGHT OFFER TO DISPENSE WITH FORMATION
Part III End-Points
7 Return of the Lure of the Explicit
7.1 WHAT IS REASONABLE AND UNREASONABLE IN THE IDEA OF MAKING THE IMPLICIT EXPLICIT?
7.2 MAKING IMPLICIT KNOWLEDGE EXPLICIT: SOME COMPLICATIONS
7.3 FURTHER COMPLICATIONS: UNCLEAR DISTINCTIONS, A MISLEADING DICHOTOMY AND A LOGICAL FALLACY
7.4 ATTEMPTS TO CODIFY IMPLICIT KNOWLEDGE
7.5 WHY THOSE WHO ATTEMPT TO CODIFY PRACTICAL KNOWLEDGE MAY UNWITTINGLY COLLUDE WITH THE UNREASONABLE DEMANDS OF MANAGERIALISM
7.6 SUMMARY
8 ‘Knowing How To’
8.1 MANAGERIAL ‘EXPERTISE’
8.2 THE SUI GENERIS NATURE OF PRACTICAL KNOWLEDGE
8.3 IS A SENTENCE THAT EXPRESSES A ‘KNOWING HOW’ VERB BEST CONSTRUED AS A RELATIONSHIP BETWEEN A KNOWER AND A PROPOSITION OR A RELATIONSHIP BETWEEN AN AGENT AND AN ACTIVITY?
8.4 CAN PRACTICAL KNOWLEDGE BE REDUCED TO PROPOSITIONAL KNOWLEDGE?
8.5 CHOICE AND DECISION-MAKING IN ‘THE MOMENT OF ACTION’
8.6 CONCLUSION
9 Public Trust and Accountability
9.1 INTRODUCTION
9.2 PUBLIC ACCOUNTABILITY AND THE ‘RUSSIAN DOLL’ EFFECT
9.3 THE RISE, FALL, AND DEATH OF THE OLD PUBLIC SERVICE ETHOS
9.4 ‘NEW LAMPS FOR OLD’: THE OLD PUBLIC SERVICE ETHOS IS TRADED IN FOR A NEW ONE
9.5 COMMENTARY ON THE NEW PUBLIC SERVICE ETHOS: CITIZEN-CONSUMERS’ AND THE ‘HOLLOWING OUT’ OF THE PUBLIC
9.6 TRUST AND BETRAYAL
9.7 CALCULATING TRUST AND INSTITUTIONALIZED DISTRUST: HOW A SPIRAL OF DISTRUST MAY BE GENERATED
9.8 TRUST, NAIVETY, GULLIBILITY, AND CYNICISM
9.9 THE ROLE OF FIDUCIARY RESPONSIBILITY AND TRUST: CLOSING THE GAP BETWEEN TRUSTING SOMEONE AND WONDERING WHETHER THAT TRUST WILL BE KEPT
9.10 TRUST AND DISTRUST: MAINTAINING AN EQUILIBRIUM
9.11 CONCLUDING THOUGHTS

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