Archive for the 'Government' Category
Saturday, April 7th, 2012
Substantial heat is generated in Australia about child care and parental leave. Whilst there are economic issues involved in respect of the parents, the much more important aspects concern the young child and the future economic and social impact, let alone the impact on the individual. For the most part those issues are being ignored in the debate being held over the last few years in Australia. The situation in the US and in Britain in respect of early childhood and parental leave contrasts with that in much of continental Europe including Scandinavian countries and the Netherlands and in some Asian countries including Singapore where childcare is funded by governments or at least heavily subsidised where parents are unable to afford it.
Australia is lagging in this matter as in many others. The consequences are future significant economic impacts in unemployment and social dislocation. Funding untrained persons to mind the young children of parents enjoying more than reasonably satisfactory economic and social conditions, as is advocated by some politicians, completely ignores all the evidence and is a waste of taxpayers money! Failure to invest in early childhood leads to increased costs later on either in educational expenses or in countering antisocial behaviour, it leads in many families to poorer educational outcomes and a diminished life not least because of the economic conditions of the parents relating to excessively demanding working conditions often for both parents or no employment at all. The experiences of young girls growing up in those circumstances is visited on the young children they have in adult life. The experiences of young boys influences their passage into adolescence and adulthood.
Early childhood intervention is not child minding but an investment in the future more important than almost any other intervention in education. It must involve qualified early childhood educators. Think of parental leave and the costs of good support in early life, the experiences of urban settings of high rise apartments and the lives of “minority” families which are portrayed time and again in police dramas brought right into our living rooms on our TV screens. Numerous studies demonstrate just how significant the physical, social and economic environments portrayed in these dramas are in producing the tragedies which perpetuate poverty and violence.
Around 50 per cent of the educational achievement of children at school is contributed by what the child brings to school, as Professor John Hattie’s meta-analyses have shown and a substantial part of their subsequent achievement involves the relationships established in the early years of the child’s life.
Study after study in many countries shows extraordinary gains for investment in early child care as well as the critical importance to the child in later life of the relationships developed in the first few years. Yet firm meaningful policies are not put in place in countries such as the US. This would be considered astonishing until one realises that most of those involved in approving the necessary legislation are not directly affected by such policies. They more often find it useful politically to exhort parents to exercise their parental responsibility!
The investment we make in very young children is the most important investment we make!
Monday, April 2nd, 2012
There seem to be two worlds in which education reform, along with everything else, proceeds. In one a purely statistical and theoretical view of economics prevails. In the other sociology, a view informed by studies of the social interaction of people. To move from the former view to the latter is to enter through a kind of ‘green door’ from a society dominated by individual utility maximisation to one more concerned with social value and which recognises the sometimes irrational behaviour of people. One is based entirely in theory and has a utility related to its alleged predictability derived from sophisticated mathematics, a predictability which in most cases is at best difficult to test. The other is supported by extensive research on what people value and what they do not and how they actually behave in relation to their stated values.
These extracts from the essay on economics critique neoclassical economics and its application to education policy. Neoclassical economics and neoliberalism which is derived from it has gained substantial influence over the last 50 years. In that time economic growth in many countries has been accompanied by a number of important features. These include the application of notions about competition, choice and accountability to policies on schools and universities as well as early childhood. The last several decades have also seen increasing disparities in wealth within populations accompanied by “offshoring’ of many jobs in order to decrease costs. In several countries costs of education, of schools and of universities, have increased also. In the view of a number of economists this has led to a decline in the standards of education.
The focus on economics as if it is the basis of human society has been criticised by a number of scholars and writers and the failure of neoclassical economic theory and practice seen in severe economic turbulence has led leaders of a number of nations to question its appropriateness. In other cases the deregulation advocated by the proponents of neoclassical economics have led to profound fluctuations in national and international economies with “speculative bubbles” being enhanced by use of complicated mathematical algorithms and complex financial instruments as well as artificially low interest rates and excessive lending and borrowing at individual, corporate, government and national levels.
These notes on economics accompany essays on community and inequality. It needs to be kept in mind that the socio-economic and educational levels of parents are the most accurate predictors of children’s educational achievement. This is not because of some link with intelligence but with the profound differences in opportunities which are provided to those at higher economic and social levels. The differences which these opportunities make are evident in the first year to 18 months.
Continue to Education – Introductory Background
Sunday, January 8th, 2012
On June 10 last year I reported that the first part of Understanding Museums: Australian Museums and Museology, edited with Leon Paroissien, had been published as an e-book by the National Museum of Australia.
Late in the year the remaining essays were published. The complete e-book includes 25 separate essays covering everything from a review of the Pigott Report, developments since 1970 in museums generally through progress in art, science and history, education and touring exhibitions, digitisation and social media.
Following a consideration of the recent history of museums in Australia by Des Griffin and Leon Paroissien, Anne-Marie Condé of the National Museum reviews the important Pigott Report into museums and national collections which reported ot the Australian Government in late 1975. Ian Cook, inaugural Director of the State Conservation Centre of South Australia (later called Artlab Australia) and colleagues describe advances in collection conservation, Tim Hart from Museum Victoria and Martin Hallett from Arts Victoria recount the revolution in technology in museums. Des Griffin considers the very recent advances in technology and social media.
John Stanton of the Berndt Museum writes on ethnographic museums and Bernice Murphy, presently National Director of Museums Australia discusses Indigenous art and art museums whilst Michael Pickering of the National Museum and Phil Gordon of the Australian Museum review repatriation.
Discussions of History and museums are provided by Peter Stanley of the National Museum, Tim Sullivan of Sovereign Hill Museums Association, Margaret Anderson of the South Australian History Trust, Kevin Jones of the South Australian Maritime Museum and Viv Szekeres, formerly director of the Migration Museum in Adelaide.
Daniel Thomas, one time director of the Art Gallery of South Australia, provides an overview of art museums. Caroline Turner, Senior Research Fellow in the School of Humanities and the Arts at the ANU recvounts the expansion in international exhibitions and independent consultant Anne Kirker reviews paper conservation in art museums.
Natural history museums and their challenges are discussed by Doug Hoese, onetime head of science at the Australian Museum. Michael Gore, foundation director Questacon in Canberra, and Susan Stocklmayer, director of the ANU Centre for the public Awareness of Science review science centres.
Regional Museums are considered by Margaret Rich, former director of the Art Gallery of Ballarat and by museum and heritage consultant Kylie Winkworth. Representatives of various regional museum organisations consider developments in many of the states of Australia.
Lastly, education and the visitor experience in museums, one of the fields in which there have been significant advances, is addressed by Jennifer Barrett of Sydney University who describes museum studies at universities, Barbara Piscitelli, researcher on young children and museums, who focuses on the relationship that children have with museums, Janette Griffin of the University of Technology Sydney who reviews school students’ learning in museums and Lynda Kelly of the Australian Museum who discusses family visits.
Friday, June 10th, 2011
Des Griffin and Leon Paroissien (eds), 2011, Understanding Museums: AustralianÂ Museums and Museology, National Museum of Australia.
The first part of a volume on developments in museums in Australia since the 1960â€™s has just been published as an e-Book on the web site of the National Museum of Australia.
Museums were established across many parts of the Australian continent during the nineteenth century and the early part of the twentieth century. However it was in the latter part of the twentieth century that the greatest burgeoning of museums occurred. These decades also witnessed the consolidation of a sophisticated museum profession, the creation of a single national professional association “Museums Australia” and an active participation of Australian museum professionals in the international museum context. The essays in this section jointly seek to present a scholarly study of museums and museum practice that is also accessible to people outside the museum profession, who daily demonstrate their active interest in museums and their programs.
There are 11 essays in five sections.
Museums in Australia by Des Griffin and Leon Paroissien
Conservation in Australian museums by Ian Cook et al.
Ethnographic museums and collections by John E Stanton
Transforming culture by Bernice Murphy
Repatriation by Michael Pickering and Phil Gordon
War and Australia’s museums by Peter Stanley
History in the new millennium or problems with history? by Tim Sullivan
Art museums in Australia by Daniel Thomas
International exhibitions by Caroline Turner
Collecting works on paper by Anne Kirker
Museums and the environment by Douglass F Hoese
The second part to be published in late June or July will include further essays on history and science museums. Additional sections will deal with education programs and regional museums and there will be essays on museums and digitisation and social media.
Thursday, February 18th, 2010
Hoots No. 14 – 18 February 2010: Advocacy: Grasp the Political
Downsizing: another silly idea promoted by advocates for small government and “New Public Management” and should be resisted.
(The next hoot will deal with global climate change and the fact that evidence for change includes evidence for increasing instability, not only warming: museum scientists should be actively promoting the evidence and not leave it to others.)
Twenty years ago Daniel Thomas, then Director of the Art Gallery of South Australia and President of the Art Museums Association of Australia, wrote an article entitled “Grasp the Political” (Adelaide Review March 1990)
He wrote, “What art museums most need in the 1990s is to become politically and economically conscious. They must not only equip themselves with arguments as to why they should exist, but also with hard statistical data about their costs and their benefits.
“At the same time they must be very cautious about positioning themselves within the entertainment industry. There the user-pay principal reigns; the showbiz needs of popular exhibitions can displace special-interest exhibitions, such as scholarly art-history exhibitions or difficult, adventurous contemporary art exhibitions.”
I just wonder how many people took any notice of these important statements.
This hoot comes from sunny San Francisco – well it was when I started to write this – with its many museums including the wonderfully redeveloped green California Academy of Sciences and De Young Museum of Art, currently showing the truly astounding exhibition of Tutankhamun (see recent articles on the ABC Science site on this Egyptian Pharaoh who died mysteriously when 19 – younger even than John Keats and Giovanni Battista Pergolesi who both died aged 25) and the always marvellous San Francisco Museum of Contemporary Art.
It is also time to again recommend the Global Museum site managed by Roger Smith, now Director – Online Operations (East Asia) at the British Council. Like the Arts Journal Global Museum gathers together interesting articles focusing on museums all over the world; the site also has sections on travel, jobs, resources and links to various documents as well as links to podcasts, which can be downloaded, from many museums.
I have argued for years if not decades that museum people need to do a number of things to advance the goals of their museum:
- find how the benefits of their activities link with the benefits of other similar organisations and enterprises and seek to make common cause with them: it is relatively easy for the enemy to undermine the strategies of people or organisation acting alone, it is quite a different matter with many people pursuing a common goal;
- recognise that there are many lessons to be learned from other organisations, indeed from some which do not immediately seem relevant: leadership in a museum can benefit from understanding leadership practice in a hospital or even an airline; and
- understand that the goals of museums are not simply to put knowledge out “in the ether” but to have that knowledge make a difference for the common good; as Steve Weil said, museums are for somebody, not about something.
There are a few museums where staff have taken the argument up to the frontlines and tried to convince those in government and the community that a certain approach to a situation is appropriate and that some others are not.
“Layoff the Layoffs” is the title of an article in Newsweek for Februrary 5, 2010
Pfeffer’s recent article is a good summary of why the downsizing of organisations, which has been quite a fad for some decades and has been popular in the last couple of years as a device for coping with the GFC, is anything but economically positive quite apart from its often devastating effects on the people involved. Museum executives faced with the demands of downsizing, especially when it is part of “encouraging organisations to be more entrepreneurial” have a responsibility to their museum and their staff to make it clear to those who are promoting the “solution” that they do not agree with it. Unless there are the most convincing and carefully thought through justifications!
Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of thirteen books including The Human Equation: Building Profits by Putting People First, Managing with Power: Politics and Influence in Organizations, and Unconventional Wisdom About Management, a collection of 27 essays about management topics, as well as more than 120 articles and book chapters. Pfeffer’s latest book, tentatively entitled Power: An Organizational Survival Guide is to be published early 2010 by HarperCollins.
These quotes give a sense of where Pfeffer is coming from:
Power centres around scarce and critical resources and in times of uncertainty those with established credibility tend to be favoured as the enlightened. Those in power tend to define problems in ways which institutionalise their power. The more institutionalised the power is the more likely it is that the organization will be out of phase with its environment (from a 1977 paper with Gerald R. Salancik)
Organizational success comes more from managing people effectively than from attaining large size, operating in a high-growth industry, or becoming lean and mean through downsizing – which, after all, puts many of your most important assets on the street for the competition to employ.
Pfeffer opens his Newsweek article by pointing out that when the tragedy of September 12 2001 struck there was vast uncertainty about the future of airline flights. Almost all US airlines, and many other corporations, immediately laid off staff. Southwest Airlines did not. (I have written about this company before in “Lessons from Southwest Airlines” and “A chat with Herb Kelleher“) Southwest, which in fact has never laid off staff in its entire history, is now the biggest domestic carrier with a market capitalisation bigger than all other domestic carriers combined. Southwest’s former head of human resources once told Pfeffer: “If people are your most important assets, why would you get rid of them?”
Layoffs, Pfeffer observes, have become an increasingly common part of corporate life, some firms seemingly in permanent downsizing mode. If an industry is declining downsizing would seem inevitable. But in industries where demand is fluctuating? When a company lays off staff in a downturn, staff Â have to be when the upturn comes and demand increases. In the process considerable costs have been incurred!
Here is a quote that will surprise some and anger others even more: “A recent study of 20 Organization for Economic Cooperation and Development economies over a 20-year period by two Dutch economists found that labor-productivity growth was higher in economies having more highly regulated industrial-relations systems – meaning they had more formal prohibitions against the letting go of workers.” So much for the notion of employment flexibility leading to economic growth!
Here are myths dispelled by studies of the effects of downsizing:
- Companies that announce layoffs enjoy higher stock prices than peers
- Layoffs increase individual company productivity
- Layoffs cut costs
The negative consequences of downsizing are particularly evident in R&D-intensive industries and in companies that experienced growth in sales.
Layoffs lead to lower morale leading to employees looking for another job at the first sign of better times, greater distrust of management and greater likelihood of stealing from the firm.
Layoffs also have a significant negative effect on the economy since laid off workers spend less, may demand social services payments from government, their houses may end up having to sold because of mortgage default and so on. The consequences to employees themselves can be devastating! Pfeffer says, “Layoffs literally kill people”.
(In the US those who lose their jobs also often lose their medical insurance which, as well as expected outcomes, can also lead to violent behaviour. Reviewing Michael Moore’s latest film “Capitalism: A Love Story ” Chris McGreal (The Guardian, 30 January 2010) writes, “Early on, Moore sets out the meaning of “Dead Peasants” insurance. It turns out that Wal-Mart, a company with revenue larger than any other in the world, bets on its workers dying, taking out life insurance policies on its 350,000 shop-floor workers without their knowledge or approval. When one of them dies, Wal-Mart claims on the policy. Not a cent of the payout, which sometimes runs to a $1m (£620,000) or more, goes to the family of the dead worker, often struggling with expensive funeral bills. Wal-Mart keeps the lot. If a worker dies, the company profits.)
Governments around the world have adopted the strategy of downsizing claiming this will lead to working smarter. The consequences of such downsizing have often led, as in business, to poorer service. At the same time as downsizing, outsourcing has also been promoted as allowing the organisation to fous on its core business. But as with downsizing it is now realised this seldom works to benefit the organisation as tasks and skills critical to the enterprise are realised as having to be in-house where they can be influenced appropriately by the culture and the staff involved interact with staff in the “business core”. One of the problems is that the downsized organisation seldom has the skills to develop an appropriate brief and project management regime for the outsourced contractor.
Most importantly, a downsizing operation seldom is accompanied by a clearly explained strategy for the future which will lead to a better company which is clearly explained to employees, those affected and those who are to remain. One of the critical jobs of leadership is not done!
For instance, Right Associates (“Lessons Learned: Dispelling the Myth of Downsizing”, Philadelphia, 1992) found that in 66% to 75% of companies which had downsized neither profitability or [productivity] had increased. They argued that companies must investigate alternatives, define the new organisation, plan the downsizing, develop a communication plan and nurture the survivors. Observing that outplacement assistance fosters positive career growth they emphasised that change has to be embraced: no person or organisation can escape the consequences of downsizing.
In the study of museums around the world it was found that the museum organisations that were perceived by staff to have achieved successful change outcomes, were also perceived to have managed the change process through a strategically linked vision of the future state and communicated in ways which enabled participants to know what would happen and how they would be affected by the change, provided appropriate financial, human resource and training in support of the change the change; executives were prepared to devote the time to meeting with people and created the energy to get the change initiated and sustained by leadership action which emphasised patience and support and leading by example through modelling the appropriate change behaviours. (See Morris Abraham, Des Griffin & John Crawford, “Organisation change and management decision in museums”, Management Decision 37/10, 736-751, 1999.)
Museum executives faced with the demands of downsizing, especially when it is part of “encouraging organisations to be more entrepreneurial” have a responsibility to their museum and their staff to make it clear to those who are promoting the “solution” that they do not agree with it. Unless there are the most convincing and carefully thought through justifications! (Note that the responsibility of boards and executives is in the first place to the future of the organisation.)