A reflection on charismatic leadership

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I am naturally skeptical about charismatic leaders, but I have seen its power in action.

Just before GEN Petraeus left our college to take command in Iraq he gathered faculty and students in our large auditorium, which seats 2500.

He spoke in a very relaxed manner, hardly the tone you might expect for a guy getting ready to take on the most politically sensitive mission around, one frought with peril, and which could go wrong in a thousand different, easily imaginable ways

It was surprisingly intimate moment, as he spoke humorously with and about his aide de camp and some of the other majors in his morning running group

he spoke frankly about the challenges ahead and the values we were going to use to see our way thru the fog and danger.

after about 10 minutes there was a palpable feeling that we were in good hands at the top and that we were going to prevail, and that if there a way thru the forest we were going to find it

it was the opposite of demagoguery, yet charismatic in its own way in that it was authentic, and appropriate and somehow “fit” who we all were at that moment in time

So, I am intrigued by charisma, where it comes from, how it works, why it works, and all that jazz

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Reflecting on self-directed leadership in a military college environment (an action research approach)

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The purpose of this assignment is reflect upon my learning through this course and to describe what I am doing to provide for the development of leadership capabilities in those who look to me for direction and guidance. My professional work centers on preparing Army organizational leaders for a world of complexity and uncertainty, and specifically in designing a teachable curriculum that satisfies both the accreditation system and the needs of individual students and faculty. As a result of many cycles of action research involving a variety of stakeholders, I have been designing curriculum that seeks to maximize the opportunities for student and faculty Voice in all phases of the classroom experience, including: design, preparation, delivery, assessment and follow-through. Because the strategy represents a significant shift from the traditional methodology, I am finding many leadership challenges and opportunities throughout the program. I will explore a number of important themes and strategies in this paper.

Chaos and complexity theory point towards a need for multiple points of view and an accommodating culture and practice in order to account for uncertainty in the world. Leaders set the stage for an organization that seeks to thrive under these conditions and therefore become primary leverage points in setting the conditions for success. Because our students are not objects at a distance,  not third-party objects of study but rather thinking, feeling human beings with insights and experiences and discretion, we have shifted our design team composition to include routinely groups of students in the form of focus groups and co-researchers in the action research tradition. Incorporating students in the design of lessons that will be taught that academic year represents a paradigm shift.

I am shifting our feedback system to incorporate more qualitative assessments from both faculty and students. This is a departure from our standard practice of relying exclusively on quantitative instruments. Our new feedback system for programmatic assessment is much more from the mixed methods tradition, which seems to me to be central in going forward in our efforts to understand and appreciate complexity. My intent is that the mixed methods approaches in the classroom will expose students and faculty to this methodology as a way to prepare them with a useful tool beyond the boundaries of the college environment.

I am systematically pursuing outreach and connections with faculty and curriculum designers from other teaching departments  in order to establish a network-centric approach to integrated curriculum design. This is taking the form of a leaderless, self-directed workgroup, with group norms and processes emerging to take the place of formal assigned individual hierarchical leadership. This self-directed work group presents recommendations of consensus to the traditional leadership of the College and is proving to be more and more influential with each successful project.

Because collaborative and adaptive leadership represents a shift in the cultural and operational perspective of the college, students and faculty, it is necessary to build up a resource and reference base that can be used to justify and support our inquiries. We are building a set of wiki’s and blogs that are interactive in order to prepare for our new lineup of lessons, to support collaborative learning inside the lessons dynamically, to document the results of our in class inquiry and to expand the knowledge base both for future lessons and for the field force in general. There is evidence to show that our students and faculty are getting the hang of this technique. This is reshaping the way we approach lesson preparation and our resource base and it is carrying over into our distance learning and remote site teaching strategy. Remote site teachers now have access to our growing experience base on the wiki and blog and can use that in their classroom for air where they do not possess personal experience and expertise.

Finally, I am working with interested others in formalizing our new approaches into college policy and SOP in order to lock in our games in the college’s infrastructure. Without these changes, initiatives are only as enduring as the energy of the interested parties. By incorporating them into our explicit rules and policies, we can institutionalize changes and ratchet our way towards success.

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education, leadership, biodiversity and the limits of reason

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at the other end of the time scale from the doctoral programs, i think the right model to use is that of bio-diversity.

It’s not “survival of the fittest” in the wild, it is extinction of the unfit & toleration of the “good enough” which promotes a broad gene pool. A broad gene pool gives us the adaptive flexibility to adjust to “black swan” events, (Taleb).

well, our educational system should seek to promote that kind of diversity in outreach, methods, programs etc and not just short-sidedly focus on how to efficiently pass the next round of standardized tests which are geared for the immediate environment, but which leave us uneducated for the possibilities of an infinitely rich future

there are many skills, habits, behaviors, attitudes which dont thrive in an individual, cut throat environment, but which may be needed for  an environment that favors cooperation: such as living in a nuclear age.

I think it’s important to remember that “the failure” is in the system’s inability to provide a medium for the seed that is the person to flourish.

We know from “The Long Tail” that digitization and globalization allow for the creation of feasible 1:1 relationships. we are less constrained to find “economic” tradeoffs that satisfy the many and underserve the tails of the distribution.

We should, therefore be looking to expand the set of possible methods and resources to serve those further out on the tails of the distribution in order to  broaden our “gene pool” of human potential.. See Axelrod on “The Evolution of Cooperation” for example

Good survival strategy for the a species, all species, for life itself, is to maximize biodiversity, because of the possibility of discontinuous “shock” events to the environment, for which prior specialization is unsuited.

The examples of Branson and Gates amply illustrate the rich rewards waiting for us on the untapped wide tails of the human distribution

It is arrogant of education to presume it can forecast the future and determine what can and should be precisely taught for “success”.

If education hasn’t learned that yet, then it should attend some of its classes in the sciences and arts to discover the limits of pure rationality and control

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A reflection on leading and managing a complex Participatory Action Research curriculum project

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1. Introduction

The purpose of this paper is to examine my current leadership skills. I will describe and reflect upon a recent curriculum project that I was in charge of at the US Army command and Gen. staff College. I will use a lens of the Bolman and Deal four Frameworks to evaluate my leadership skills in each frame and look for opportunities to extend my skill set in each (Bolman and Deal, 2008). Since my project is continuing  into a second year, I will use this paper to prioritize and guide my professional development.

2. Description of the Situation

The U.S. Army Command and General  Staff College at Fort Leavenworth, Kansas is the centerpiece of the Army leadership development focusing on field grade level, organizational leaders. The year-long course is divided into approximately equal thirds. The first third is the core curriculum received by all Army majors and focuses on critical and creative thinking, leadership, history, change management and basic organizational level doctrine. The middle third, known as the Advanced Operations Course (AOC), is focused on 1500 resident officers whose career path will take them back into tactical field units in leadership positions. The final third is an elective period where students can meet their own particular educational needs based on interest and follow-on assignments.

This past year ,the middle third of the course underwent an extensive redesign and reengineering process which represents the largest single change to the curriculum since its current form was originally implemented five years ago. I was responsible for approximately 1/3 of the redesign program which focused on the addition of new material concerning the largest educational gap in the Army as identified by senior Army leaders, field unit commanders, faculty and students. I received a set of ambitious and broad design principles from the college’s senior leaders and assembled a team of students, faculty, curriculum designers, and recruited experts from Army proponent organizations in order to create a teachable block of instruction that addressed the identified gaps

3. Desired outcome for the situation:

We defined two dimensions for our endstate: organizational outcomes for the college, and curriculum outcomes to address the educational gap.  Our participatory action research design team, consisting of curriculum developers, faculty and students identified the top six desired organizational outcomes, as follows:

1. Produce a quality staff recommendation for AOC force generation  curriculum and an elective for “spillover” material
2. Produce an  interdepartmental “application- level “curriculum fully integrated through the AOC Working Group process
3. Employ an inquiry- based research process that models the principles of group-learning in real time, which can serve as an example for other inquiries in important topics
4. Establish an infrastructure that supports student learning while in attendance, and after graduation as a reachback
5. Create a knowledge base that focuses on support of our student and faculty population, and which synthesizes quality research & knowledge from Army staff and support organizations
6. Document the staff process that will support our ongoing accreditation and scholarship standards

Our desired student curriculum outcomes were:

1. Students applied the Army process map to build ready forces
2. Students are aware of concepts, challenges, and best practices
3. Students and faculty contribute to the growing body of professional knowledge
4. Students use a team oriented approach
5. College provides a reach back capability for graduates to stay current
6. Curriculum establishes linkage to lessons  in the Core  and Parallels
7. Create opportunities in electives for deeper inquiry

4.  The Bolman and Deal Four Frameworks summary: Bolman and Deal created a four framework approach to leadership situations, which enable change agents to systematically view multiple approaches to an issue. Here is a summary of the four frames and a characterization of  leaders  (Clark, 2004)

a. Structural frame: emphasizes creativity and seeks to establish clear goals and roles and coordinated activity established by authority policies and rules. The structural leader is a social architect whose leadership style is analysis and design.

b. Human resource frame: focuses on the needs and motives of individuals who live and work in social systems, and considers opportunities for participation and shared decision-making as a way to enlist commitment and involvement. The human resource leader is a catalyst and servant who looks to support advocate and empower.

c. Political frame: based on negotiated collaborative political structures aiming to find trade-offs for scarce resources, and emphasizes conflict resolution and balancing interests. Political leaders are advocates who seek coalition building and the distribution and balancing of power and interests.

d. Symbolic frame: focuses on culture, meaning, believes in faith by examining and supporting since making through symbols, metaphors, stories and other narratives. The symbolic leader is a prophet who seeks to inspire through multimedia communication and visioning.

5. Skills used:

a. Structural frame: bureaucratic structure and existing policy were important parts of my leadership strategy as I sought to leverage existing infrastructure. For changes to remain permanent and meaningful, it was clear to me that our design group had to create  infrastructure changes. In many cases this involves a carryover into the political frame as we considered how to build coalitions to gain approval for our structural changes. As much as possible we tried to make our recommendations fit within the existing formats of college policy in order to ensure we did not jeopardize our accreditation, which is an important value for the college.

b. Human resource frame: from the beginning of the program design sessions, I made sure that we kept our discussions centered on students and their educational needs and outcomes by emphasizing the concept of  student Voice. After the first meeting, it was clear that we also needed to incorporate faculty Voice in order to accommodate a variety of educational methods which in existing policy was difficult because of the needs for a standardized curriculum for accreditation. This proved to be a very difficult set of values to sustain throughout the design process because the natural tendencies of developers and faculty were to revert to traditional methods with which they were comfortable. Having students as members of the design and development teams, however, ensured that this remained visible throughout the process.

c. Political frame: this turned out to be a crucial component of the entire process. Because of initial successes with our wiki and blog, and the early incorporation of Army-staff level action officers, we got a lot more senior leadership attention than I expected. This made the project a high-stakes payoff and it quickly became an area where competing values emerged as teaching departments lobbied for time and resources to reflect their goals. At the same time, when we used a political process to negotiate the structure and content of the curriculum, there were many faculty who considered it business as usual. My opinion was that only a political process would allow us to integrate the multiple perspectives. I could have chosen to have our directorate’s position dominate the proceedings but it was clear to me that an integrated curriculum was necessary for the students. This was a position that students also shared, which helped me carry the day.

d. Symbolic frame: throughout the project I tried to emphasize the importance of the top down and bottom’s up gap analysis which pointed to this set of curriculum topics as being of central importance to the Army. By connecting the purpose to the bottom’s up and top-down vision to establish its relevance and create the energy to see us through the change. I created top-level vision diagrams in order to highlight in a visual way the broad outlines of the program and used very visible blog postings to maintain progress reports for the population at large. The senior leader in the college, the Deputy Commandant, was an important source of symbolic strength as he had committed fully to our vision and endstate.

6. Skills that could have been used:

a. Structural frame: I could have emphasized more interim written reports to lock-in procedures and SOP changes during the year-long program, instead of waiting for the conclusion to make permanent infrastructure changes. I wasn’t aggressive enough in incorporating administrative managers from the higher headquarters in our process in order to enlist them in our change program. I should have offloaded more technical work to others in order to maintain my focus on the creative and guidance processes. I could have used more faculty from different departments in building the interdepartmental curriculum .

b. Human resource frame: I should have committed more group resources to the faculty development program once we had completed the design and production of the new curriculum. I expected that the lesson plans could stand on their own and being trained in the usual way, and I was surprised at the amount of pushback. I should not have been surprised, however, knowing my peers, and more resources in this area would’ve been helpful. I could have used more student and faculty Voice in telling the story of our change program, instead of using my own personal blog and wiki reports; this would have placed the ownership for our program more in the hands of students and faculty and less in our group. I could have spent more resources on providing timely feedback to students and faculty based on their design inputs, as I’m not sure I did enough in that area to satisfy them. I could have emphasized more of the value of flexibility in our central design; we had a lot compared to our traditional methods, but I don’t think I emphasized enough what we had achieved. I should have put more effort into rubrics and examples from different faculty members of the design team in order to demonstrate our commitment to flexibility in the classroom.

c. Political frame: because I enjoy the political dimension of this program, I was too willing to frame this as individual or group winning and losing compared to the status quo; I should have put more focus on strategy and tactics and cooperative solution finding than in winning and losing. I should have planned for more interim rewards for cooperative and supportive behavior both for members of my team and from among the faculty that voluntarily supported the effort. I should have spent more energy on changing the mindset of the “warring state” to one of the cooperative tribe with respect to integrating departmental issues; the “warring states” is the default orientation of most interdepartmental programs for proposed change. I should have created a central interdepartmental design team in the form of an alliance to maintain momentum across the college. I could have spent more energy incorporating team members from other military colleges above and below us in the hierarchy in order to create a continuous wave of change.

d. Symbolic frame: I could have used more of our inside group-produced artifacts in the lesson plans themselves in order to improve the acceptance of the new lesson plans. I could have made better use of our wiki and blog sites to support collaborative design and collaborative teaching in the classroom. I should have used more strategic communications avenues and media to bring students on board with the program for change before we went into execution. I could have used more partnership programs with field units to demonstrate the relevance of our material to the students follow on assignments.

7. Lessons learned: I found this reflective exercise to be very useful in generating insights for me. Here are my ten most important takeaways.

a. In an interdepartmental, complex process it’s important to publish everything with transparency and trust everybody.

b. It’s not enough to ask for feedback from customers or in this case students and faculty, it’s important to engage in multi-loop dialogue and demonstrate a willingness to adapt to their requirements.

c. Tell the story at every opportunity to everyone that you can find, because the accumulation of small strategic communications events all add up to strategic success in the long run.

d. Leave no stone unturned in enlisting support even if you don’t think you need it or you think you have more than enough. There will come a time of surprise when you need every extra resource and it will be too late then to try to find them.

e. Reinforce the main effort in every action, even if it is only a supporting or shaping effort. Because resources are limited, everything must support the endstate.

f. Aggressively look for connections between departments, teams, resources, opportunities; in a network environment you never know where the next connection will come from that can make the difference between success and failure.

g. The moments of positive emotion and inspiration must be followed and supported by long periods of preparation and perspiration.

h. Question the boundaries that seemed reasonable early in the design, because you may find that your initial efforts have changed the game.

i. Reinforce the essential partnerships between key stakeholders in order to define success as group success.

j. Be open to unexpected opportunities to achieve unplanned successes. This is an extension of the idea of looking for connections. Sometimes the moment will show you unexpected treasures if you’re open to picking them up and making them yours.

REFERENCES

Bolman, L., & Deal, T. (2008).Reframing organizations: Artistry, choice and leadership. San Francisco, Jossey-Bass.

Clark, D. R. (2004), Bolman and Deal’s Four Framework Approach.  Retrieved March 7, 2010

from http://nwlink.com/~donclark/hrd/ahold/isd.html

Representative Army capstone documents defining the requirements for new concepts in leadership.

TRADOC, (2009). A leader development strategy for a 21^st century Army.

TRADOC Pam 525-5-500. (2008).  Commander’s Appreciation and Campaign Design.

Army Regulation 6-22 (2008): Army Leadership

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Haiti and the little red hen

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there are some countries that are complaining about the motives that the impute to the US with respect to the military forces engaged in relief operations in Haiti. Most of those countries are not in a position to provide significant humanitarian relief to the area in that they are quite confident in denigrating the US efforts.  No one likes the US, no one is in favor of our rampant consumerism, and no one would do it exactly the way we do it. Nevertheless, we are there with overwhelming support of a humanitarian nature with as much security as seem sensible and we can fully expect to be underappreciated except by the people whom we are supporting. At the end of the day, that’s all that matters.

We are still in capable of gaining the strategic communications message environment to our damage. I suppose it comes from a natural dislike for spin and nuance and a preference for direct action. I don’t know that that’s necessarily a bad thing.

Thanks, France

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Reflection on Thomas Kuhn’s Structure of Scientific Revolutions (part 2)

Thomas Kuhn’s influential book “The Structure of Scientific Revolutions” ignited a firestorm of debate and controversy in 1962 which continues unabated to this very day. Noted as the most widely cited book in the 20th century, Kuhn’s writing has penetrated the public consciousness to shape our collective language and thinking about science, truth and ethics. If anything, his work is timelier today than when it was originally written. His concepts and concerns are at the center of many important policy debates raging in the headlines of the popular press. I will review several of his important concepts, the immediate reaction of his peers, his connection to the history of the philosophy of science and describe how his ideas shape modern policy debate with several examples. I conclude by examining how his ideas have shaped my thoughts on the nature of the relationship of science to society.

Several important concepts:

Kuhn characterizes the conduct of science as occurring within three distinct phases: pre-paradigm, normal and revolutionary. In the pre-paradigm phase, groups of scientists begin inductively creating proto-theories from their observations. They offer tentative hypotheses about the nature of cause and effect and organizing principles within their domain of study. Until such time as a particular theory dominates all of the others in its field and offers a broad explanation that most practitioners can support, Kuhn describes scientists as operating within the pre-paradigm phase. (Kuhn, 1996; Pajares, 2004)

When scientists studying a particular domain merge their ideas into a comprehensive body of knowledge upon which they can all mostly agree, they have moved into the phase of normal science, with Kuhn’s term “paradigm” describing their consensus worldview of how the world works. The paradigm can be thought of as a meta-theory encompassing the broadest possible view of that scientific domain. It lays out the concepts, processes, terms of art, laws of cause and effect and offers insights into recommended areas for further research. The paradigm represents the body of commonly agreed professional knowledge that a scientist must master in order to be credentialed and therefore certified to work in a scientific domain. During the course of normal science, conducted within the boundaries of the governing paradigm, anomalies will naturally occur where observations contradict the predictions derived from the paradigm’s theory. During periods of normal science, these anomalies are reconciled routinely or explained away; they do not challenge the underlying validity of the paradigm in the minds of the scientists. When, however, a sufficient number of scientists interpret the anomalies as a challenge to the underlying paradigm itself and they begin to offer alternate, incommensurable paradigms then Kuhn says the scientists have entered the revolutionary phase of science. (Kuhn, 1996; Pajares, 2004).

The revolutionary phase of science, Kuhn says, consists of a battle of survival between competing paradigms which cannot be resolved until one paradigm dominates. The competing paradigms offer such dramatically different interpretations and understandings of the world that they cannot even share concepts. As an example, there is no synthesis or middle ground between the view of combustion as oxidation and the phlogiston theory of combustion. The paradigms are so complete and separate that you cannot hold both in your mind at once. This is what Kuhn means by incommensurability. The revolutionary phase of science is over when one paradigm dominates, which allows a return to the phase of normal science. (Kuhn, 1996; Pajares, 2004)

Kuhn observed that the history of science, obviously written with an eye towards the past, had taken the form of grand narrative. This means that the explanation of the evolution of scientific theory was written as if the dominant paradigms discovery and propagation was a matter of inevitable necessity, with scientists progressing inexorably along the path towards truth and knowledge. He believed, however that the actual development of scientific knowledge did not follow such a romantic, narrative tradition. Instead, he believed that science proceeded in non-linear leaps and bounds, shaped by social and political dynamics of groups of scientists and sponsors and not by the rational, logical development of inquiry, experiment and reflection. (Kuhn, 1996; Stanford encyclopedia, n.d.; Pajares, 2004)

Kuhn was directly concerned about the development of physical sciences, but his work was used by social scientists and critical philosophers to support their views on the nature of rationality and objectivity in ways that generally opposed the positivism. His work has become very influential in the worlds of business and popular culture to the point that the word paradigm has developed so many meanings as to be meaningless in a precise sense. (Goldman, 2008, Pajares, 2004))

Philosophers of science have observed that Kuhn’s work broke no new ground, with his central theory dating back to the debate between Plato and his Ideals and the ”earth gods” represented by Protagoras and his belief that man was the measure of all things. (Goldman, 2008; infed,n.d.). History abounds with examples where social, religious and political pressures have shaped the scientific consensus of the day. The debates of theoretical physics concerning the wave theory and particle theory of light, and the nature of space, time, mass and velocity in the early 20th century, contain many of the philosophical implications that Kuhn later developed. It is fair to say that Kuhn brought together these disparate strands of argumentation into an accessible and timely book which brought the debate to the forefront.

My summary of Kuhn’s key assertions, developed in our Moodle discussions (Long, 2009)

The book is an argument that science is not entitled to the claims that:

• science deserves special consideration as the most reliable means of creating knowledge of the world
• science and scientists deserve their reputation for objectivity and truth seeking
• science is a process driven by reason, rationality, logic and facts and which values Truth above all else
• scientists even understand their own profession

This is a book which has been taken seriously by world class scientists and philosophers on both sides of the question of the nature of science and its place in society for over 40 years, is one of the most cited books in academic circles in the 20th century, and has even penetrated the popular consciousness. Its central idea remains an important part of theoretical debate even today.

Kuhn’s use of paradigm was as a construct to describe the reasons why revolutions in science occur at critical times, as opposed to the tactical disputes that arise when particular elements of theory are in dispute, but which do not threaten the meta-theory held by the vast majority of the mainstream at a given time.

He argues that the method of making knowledge and deciding on what shall constitute the paradigm is not exclusively a rational process.  He argues that there are times when paradigmatic crises occur that transcend the dialectic of normal science. He doesn’t argue against the scientific method at all; in fact as a scientist he favors its use; he is pointing out that scientists have not been true to the principles of the scientific method by allowing social dynamics to guide scientific consensus instead of using the scientific method. (New World Encyclopedia, n.d.)
            Climategate is the popular name given to the revelation of decidedly unscientific practices of certain climate scientists that cast doubt on the validity of their research methods, data, conclusions, and reports. I think Kuhn would point at the Climategate news story as a validation of his central thesis. I look at Climategate as a serious indictment of certain scientists guilty of fraud on many levels if the worst allegations are substantiated. Look how far the field has come from the time of Galileo, who risked his life by confronting the powerbrokers of his time by standing up for the truth revealed by the scientific method, to the scientists of Climategate, who have allegedly perverted the search for truth by falsifying data, slandering skeptics, denying them access to peer reviewed journals, and very nearly committed politicians to supporting policies with billions of dollars which could be better spent on real issues. That’s a 180 degree turn. Their actions stand to cast all scientific claims into disrepute. I expect the event will be cited by extremists on both sides of the political aisle to justify disregarding scientific opinion in future policy debates. 

Why Kuhn matters

We are facing the rise of mob-ocracy, schooled by television and Twitter; this is Socrates’ worst nightmare (he distrusted democracies for this very reason) (Hadot, 2002). Properly employed, the scientific method is supposed to have the checks and balances required to prevent exactly this kind of perversion of knowledge creation (SparkNotes, n.d. for a discussion on Descartes and ideal objective scientific method).

With science becoming more complex, it becomes harder for the public to judge the merits of specific scientific arguments in matters that affect public policy. At the same time, scientific policy decisions have global consequences. Bjorn Lomborg’s Copenhagen Consensus (Lomborg, 2006) is an example of the real trade-off decisions facing public policy makers, and with scientists representing many sides of each individual policy position, it becomes problematic for non-scientists to evaluate the merits of the scientific claims. In Jefferson and Franklin’s era it was still possible for policy makers to be men of science who could evaluate claims on their own. The complexity of modern science has made that impractical. At a time when we need scientists to be honorable, objective and rational more than ever, an issue like Climategate serves to reinforce ever possible negative stereotype and cast all scientists as advocates instead of disinterested investigators.

In a recent edition of The American Thinker two articles ran side by side to demonstrate this point. Lisa Schiffren castigates journalists, businessmen and the public for cooperating with the false image of Tiger Woods public persona, and wonders why the public could not penetrate the charade (Schiffren, 2009). In the very next article, Charles Chantrill uses the same language and reasoning to castigate all scientists and their claims to objective knowledge and truth, not just those implicated in Climategate. (Chantrill, 2009). His recommendation is to treat science as simply another mode of making policy claims, co-equal to that of journalists, politicians and other advocates. This is a practical application of the theoretical position of radical philosopher of science Paul Feyerabend, who thought Kuhn didn’t go far enough in his deconstruction of post-positivistic science (wordIQ, 2004; Goldman, 2008).

My reflections on the meaning of Climategate and Kuhn

With policy issues requiring scientific assessment more prominent than ever before, we need a way to integrate scientific recommendations and assessments into our policy debates in a reliable manner. Issues of health care, beginning and ending or life, medical ethics, privacy concerns and national security, stem cell research, climate change, alternate energy, student centered education, intelligent design and public school curriculum are representative of the far reaching issues that need to be informed by scientists. We must be able to trust but verify the claims of scientists regardless of their funding sources.     We must have transparency and a vigorous public debate with full access to all datasets, especially those that have been publicly funded. The public must be educated to understand the difference between vigorous and healthy public debate between scientists seeking the truth, and empty rhetoric. In an age of decreasing attention span and multi-media saturation with consumerist advertising, this could be our most important intellectual challenge. For better or worse, Climategate will drag scientists to the center of public scrutiny; their days as privileged guardians of the truth are over.

References:

Chantrill, C. (2009). Climategate’s Bullyboy Scientists. The American Thinker. Retrieved Dec 08, 2009 from http://www.americanthinker.com/2009/12/climategates_bullyboy_scientis.html

Goldman, S. (2006) Course notes: Science wars: What scientists know and how they know it. The Teaching Company.

Hadot, P. (2002). What is Ancient Philosophy. Cambridge: Harvard University Press.

Infed editors. (n.d.) michael polanyi and tacit knowledge. infed: the encyclopedia of informal education.  Retrieved Dec 02, 2009, from http://www.infed.org/thinkers/polanyi.htm

Kuhn, T. S. (1996). The Structure of Scientific Revolutions .Chicago: The University of Chicago Press.

 Lomborg, Bjørn (ed.), How to Spend $50 Billion to Make the World a Better Place, Cambridge University Press, 2006.

 MGM830 Moodle entry authors. (2009). Assorted.  MGM830 Moodle discussions. Retrieved Dec 04, 2009, from http://www.instituteforadvancedstudies.net/mod/forum/discuss.php?d=27823

 New World Encyclopedia editors. (n.d.) Kuhn, Thomas. New World Encyclopedia.  Retrieved Dec 03, 2009, from http://www.newworldencyclopedia.org/entry/Thomas_Kuhn

 Pajares, K. (2004). Kuhn: The Structure of Scientific Revolutions; A Study Guide. Pajares’ Kuhn page at Emory University website.  Retrieved Dec 01, 2009, from http://www.des.emory.edu/mfp/Kuhn.html

Schiffren, L. (2009). Tiger, Barack, and the Law of Transitivity. The American Thinker. Retrieved Dec 08, 2009 from http://www.americanthinker.com/2009/12/tiger_barrack_and_the_law_of_t.html

SparkNotes Editors. (n.d.). SparkNote on Descartes: Discourse on Method. Sparknotes. Retrieved Dec 02, 2009, from http://www.sparknotes.com/philosophy/discoursemethod/analysis.html

Stanford Encyclopedia of Philosophy editors. (2004). Thomas Kuhn: The Structure of Scientific revolutions.  The Stanford Encyclopedia on Philosophy (SEP). Retrieved Nov 30, 2009, from http://plato.stanford.edu/entries/thomas-kuhn/ 

WordIQ editors. (n.d.) Demarcation problem: Identification and overview. WordIQ dictionary and encyclopedia index. Retrieved Dec 01, 2009, from http://www.wordiq.com/definition/Demarcation_problem

A reflection on action research “storytelling”

What follows is a 1st person, stream of consciousness  reflection written to my mentor & committee chair.  

I describe  what it was like to record a 10 min video “telling the story” of  some preliminary findings emerging from my action research cycles into curriculum and adult learning. 

The video is hosted  at YouTube.

It will be shown at an international conference in Athens, as part of the Collaborative Action Research Network (CARN) annual conference, as part of a bundle of reports from the Future(s) of Education project, an international  participatory action research network.  

Dr Alana:  

i am just glad to get it out of my head  

i had a real out of body experience recording that one;  

i  am a very effective briefer in person, because i can read the audience pretty well.  

i have recorded hundreds of mini lectures etc for my business and for use here at the college on various topics.

i have never, ever needed more than a single take to record, decent and sometimes even inspired voice-overs  until  last night and that briefing.  

I literally needed about 30 takes to get thru it; most i stopped when less than a minute into it because the tone just didn’t feel right

 i think it has to do with being a fish out of water, and the difficulty i felt in trying to tune my story for an audience i couldn’t see, but more importantly didn’t have empathy for

because the audience characteristics still feel fuzzy to me, i couldn’t call up the right tone, voice, persona to apply  

 this caused me to have almost a split personality in the moment, when i am ordinarily dialed in

 i had a “talking part” and a “look ahead part” that is concerned with shaping the transition to the next point/slide  

but now i had a disconcerting 3rd part that was trying to anticipate the possible reactions of an unfamiliar, and hard to imagine audience  

this is what made me feel so out of sorts

 until i “wore out” the last, 3d part and was able to trust in just telling the story, and accepting the vulnerability of knowing that i couldn’t know the audience, i found i just couldn’t get thru it.  

this is the same phenomenon I spoke with Prof Mike Wesch, the digital anthropologist at Kansas State University, and world thought leader on social dynamics in social media: the camera eye represents the unlimited, unfathomable infinite future of all possible audiences across time and space who can be looking in on the “telling moment”.  

in a sense, its like coming face to face with the unblinking eye of God and wondering what she is thinking  

 it is trust that lets us get thru that moment, the accepting of vulnerability, that creates the empathy that hopefully fills the story, as told, with hope.  

that’s a clumsy way of trying to express my meaning of the risk and vulnerability to “telling” and why it can be such a powerful learning moment, and why we need to model it, embrace it, encourage it, and support it. 

Your “producer’s draft” was exactly what i needed to be able to get out of my own comfortable fishbowl; 

you gave me a bridge to the audience that i could not create on my own.  

this has become an interesting reflection to me already  

please put the video on the website, and any or all of this reflection as you deem suitable  

have a great time at the conference!

Reflections on myself as an adult learner

Who am I as an adult  learner:

I am framing the answer within the context of my “Big 5” (Strelecky, 2007). The “Big 5” focus my thoughts about self, purpose, mission and values.  In Strelecky’s work, the Big 5 are 5 things you want to accomplish in your life. My “Big 5” are all states of being, roles that I want to live with the highest quality (arête). My Biog 5 are:  father, husband,  teacher, student, warrior,

 

Student:

Myers-Briggs Type Indicator:  ENTJ  I am getting closer to the “I” as I get older which moves me from “Leader” to “Scientist” in the typology.  My scores are very high on the NT domain, which gives me a global, theoretical perspective. I notice that I am always searching for the broadest generalizations that can be made from an incident, or the widest application of an idea. It doesn’t take much for me to go off on a tangent. I am least happy when bringing a project to a conclusion, as it feels stifling and disconnected from the dynamic world around me. Finality and endings are disturbing to me, and I dislike graduation ceremonies above all else. I am much more at home in the developmental and conceptual phases of any project. I get bored easily by data gathering and have learned to offload that task to others. I am a good project manager, as I have learned to build teams of various skills and aligning tasks with strengths.

 

Kolb Learning Style Indicator:

The Kolb LSI measures self-reported preferences along 2 dimensions:  Concrete experience-Abstract conceptualization and Active experimentation-Reflective observation.  These 2 dimensions reflect how we prefer to gather our information about the world and then how we prefer to make sense of it. The intersection of these 2 dimensions establishes 4 quadrants, and can be used as a way to describe a classroom population as well as individual learners. We use this model extensively at the Command & General Staff College, and I have become convinced of its practical uses when used within reason.

In this model,  I am classified as an “Assimilator”, which combines a preference for Reflective Observation and Abstract Conceptualization. This means I don’t need to spend too long “in the moment”, fully experiencing every nuance of the moment; I am always ready to begin reflecting on its dimensions, characteristics, descriptions and classifications. As an Abstract Conceptualist, I proceed to place experiences within my larger world view, as a particular example of a class of experiences. I spend little time in active experimentation to validate the data, once satisfied that it makes theoretical sense. 

                These preferences are helpful when approaching new material where the connection to theory is strong or explicit, because it satisfies my need to be situated in the world. I am comfortable with complexity and nuance and am  competent at brainstorming and imagining future scenarios.

The downside of my preferences is that I am prone to overlook deep subtleties in experiences especially if the situation is slow moving. The idea of sitting in a duck blind for hours waiting for birds is my idea of hell on earth. I am also prone to accept theoretical justification as truth and am willing to short change practical validation of new concepts simply because of the theoretical elegance.

                As a consequence of knowing this about myself, I find it necessary to do sitting meditations to work on my mindfulness and presence in the moment, to learn to appreciate the experience simply on its own merits, without a need to explain it or frame it as part of a larger construct. On  group projects I am careful to include pragtmatists and  naysayers who will insist on evidence and results from fair trials before we adopt policy changes.

                These strengths and weaknesses, and my accommodations to the limitations of my learning preferences are an integral part of my business success as an equity trader which puts a value of new ideas, but also on backtesting and forward risk management.

 

Brainmodepower typology: AVK, global. 

I am off the chart on the audio learning, and on the globalization scale.  I have now noticed that when I am really trying to concentrate on learning I do not look at the person talking, but need to doodle in order to free my ears to hear. Doodling helps me occupy my eyes and hands (visual and kinesthetic modes). This has been a problem for others in the past when they would say “Look at me and pay attention!”  when I was doing my best to pay attention.              

2 stories from combat on this topic which reinforces the power of the insight: On a night attack, wearing night vision goggles I had high explosive rounds land near me and “whiteout” my night vision goggles, and I lost my night vision for about 15 minutes: I was able to command my company though because I could hear what was going on via the radio and I had a sense of where things were based on noise, sounds, and the volume of fire. A few days later, in the daylight, I had a hand grenade land very near to me and I didn’t have my earplugs in. I was deafened for about an  hour before my hearing returned, and it was the most frightening experience I had ever had. I felt absolutely cut off from the world and was unable to command effectively. It was terrifying, even though I could see everyone around me and could consult a map.

 

Learning techniques:

I am a fast reader and I prefer to read in burst of 10-20 minutes, rendering my notes in visual, mindmapping form.  I will generally  develop detailed cognitive maps and turn them into slides as cues for recalling detail and cognitive structure. I take semi-structured notes on standard note-taking forms that I have developed over the years to suit my style. I will often color code the notes to make structure even more apparent. When I review notes from my Masters program (15 years ago), they make perfect sense to me and I can recall the circumstances of the classroom and the moment as if no time has passed.  This form of “chunking” supports my assimilating style. 

At any given moment I may be engaged in reading up to 20 books at a time in various locations, and I follow my mood or sense of urgency for picking up the next book to read. When I find myself drifting I stop and do something else until my attention is focused, rather than trying to force concentration.

 I can concentrate for hours at a time in reading if needed, but I prefer the shorter bursts when my mind is feeling especially sticky.  Learning to crate feelings of “sticky mind” is an essential part of my practice of sitting meditation, which Buddhists call “child’s mind”.

I will rarely read a book from cover to cover, preferring to read from top down and outside in, by examining the covers, introduction and forward, table of contents, index and references and chapter summaries first, and then come back to the book after 24 hours when that has had time to digest and become embedded. I will then skim chapters based on my interests, and finally skim the whole book. I have adapted this technique from  Mortimer Adler’s “How To Read A Book” (Adler, 1940) and it has helped me integrate a lot of material from a broad array of fields.

I am not very good in free form dialogues of material, preferring to hear structured presentations that reflect deep inquiry on the part of the presenter. Lectures are excellent for me as I can listen carefully, while doodling and seeming to daydream in my own personal comfortable space.  I enjoy writing and working on a topic while having a background lecture playing, trusting that if something interesting is being said that I will tune in to it. Some of my most creative work is done in this manner in the apparent cognitive dissonance set up by 2 different information streams. I am listening to a Teaching Company presentation on Chaos by Dr Stephen Strogatz as I write this.

My biggest problem as an adult learner is procrastination and time management, since I am always eager to read one more thing before generating my final conclusions. I also find it difficult to recast my theoretical framework of information once established and will generally try to find ways to accommodate pieces of my original insight in an evolving understanding. I try to delay taking final positions in order to gather more information for this reason.

I find it amusing that despite a strong rational component, and a structured approach to learning, that my decisionmaking and sensemaking is much more intuitive than rational.  I trust my instinct far more than my conscious mind. This is a habit perhaps ingrained into me from 15 years of  being an infantryman in combat and trusting my senses in dangerous situations. This habit of mind is so odd that it is even the subject of discussion among peers who know me well and wonder how I can be so rational and yet make instinctive, intuitive decisions.

 

Teacher:

I have been teaching in the Command & General Staff College for 8 years and have reinvented my whole approach to teaching as a result of the action research inquiry while attending CTU. While I acknowledge the need for competence at the data level I also have become much more aware of the importance of the social level of learning.  I no longer think that learning and education are like filling up a pail, but are rather like lighting a fire (to paraphrase  Yeats).

                I am trying to create an educational space in the classroom, in the college, and in my professional work that encourages and supports free inquiry, a commitment to truth and academic freedom, and both a respect for and a seeking out of diverse perspectives and points of view. As a teacher in the classroom  I try to model the behavior I seek from students, by the quality of my preparation, a concern for the learning and perspectives of others, and a willingness to be vulnerable in my ongoing search for knowledge. I am encouraging as many means of formal and informal feedback as possible to help students shape their own educational programs and outcomes. I encourage and support their inquiry in my classes and through support of their independent studies. I reach out to other colleges and programs to create networks of learners and to act as a catalyst for learning.

                I respect the action research construct of multiple ways of knowing (experiential, presentational, propositional, and practical) and acknowledge the learning that can happen through 1^st person, 2d person and 3d person action research.

                I favor the connectivist learning school of thought being developed by George Siemens and Stephen Downes at University of Manitoba, as I believe it represents a realistic, sound, robust and challenging way of developing knowledge and practice to appreciate and thrive under conditions of uncertainty.  More at:  http://www.elearnspace.org/

                As part of my research I am looking carefully at how to add Voice to the environment by encouraging, supporting and promoting the diverse needs, intentions and inquiries of faculty, students and curriculum developers in a way that advocates a move away from an industrial age view of curriculum and towards one of connectivism and individuality. In this sense I have taken on an advocacy perspective that is values-based but which respects the perspectives of other members of the action research teams that make up the projects.

 

 

Father: 

My role as a father influences my role as a student. One of the important reasons for me to begin the doctoral program was to set  a personal example for my kids, who at ages 18, 15, 11 are getting to see their dad doing his homework and reading books every night as a priority.  My father set the same example for me as a kid as he went to night school to work his way up the engineering ladder from “shop rat “to full-fledged design engineer.  I’ve been trying to re-learn math and physics to be able to keep up with my son who is getting ready to go to college next year to be a physicist or an engineer, but just like in video games, I believe he has passed me for good. I am content to listen to him and get him the occasional book to feed his curiosity.

 

Husband: without my wife’s support I could not have dreamed of taking on the active role of student once more; in fact she finally told me to stop moping around and dreaming about it and just get it done. I need that boost from her to get moving at times. I want her to be proud of my work and my goals.

 

Warrior: 

I use Warrior in the eastern sense, as one who is called, by his dharma, to seek mastery of self first in order to protect the weak and promote justice and compassion in the world. This calling is well described in  Trungpa (1984). In this sense, my role as an adult learner is to focus on those things that I ought to be learning in order to improve my practice; to find worthy teachers and learn from them; to questions my own assumptions and preconceived knowledge in order to step outside what I already think I know and to follow my beliefs to their core to find the source.

Warrior learning also has a strong service component, and so the topics for inquiry, the choices for action research must satisfy the “so what” question, must be directed towards a virtuous end. For me, the choice to do action research within my college represents a way to do the right thing in support of my duty to country and soldiers whom I support. Action research’s methodology strongly supports these values, particularly when fellow inquirers are positioned as co-researchers.

 

References:

Adler, M. & Van Doren, C. (1940). How to read a book. New York: Simon & Schuster.

 

Strelecky, J. (2007). The big five for life: Leadership’s greatest secrets. New York: St Martins’ Press. 

Trungpa, C.  (1984).  Shambhala: Sacred Path of the Warrior. Boston: Shambala Publications.

Management games for deep insight

Peter Checkland’s Soft Systems Methodology (SSM) describes the use of models to help us frame questions to ask of the world, and which help us become explicit about our world views, assumptions, frames of reference, theories of cause and effect, values, and desired outcomes.

Checkland, P. (2006) Learning for action: A short definitive account of soft systems methodology and its use for practitioners, teachers and students.  Chichester, England, Oxford Press

 We’ve developed a deceptively simple Force Mgt practical exercise in the form of a card game. The complete rule set is simple; takes 5 min to scan and understand. 

Rapid rule summary:

1. Students buy forces (5 cards) from a production table (a limited deck) and in each of 5 rounds,  deploy them into 5 regions to compete for Victory Points

2. Win:  first one to 51 victory points OR most points after 5 rounds

3. Game: lasts up to 5 rounds

4. Each round has 5 hands , each hand is worth Victory Points (VP)

5. Hand 1 is worth 6 VP, hand 2 is worth 5 VP etc…

6. Player 1 buys from the red deck, player 2 from the blue deck)

7. After you buy your 5 cards, you place 1 card face down in each region (hand)

8. Once all cards are placed,  cards are flipped over and you determine results

9. If your card wins the hand you get the victory points and keep you card; if you lose the hand, you get no victory points and lose your card. If it’s a tie, you keep your card and no one gets points.

10. Each player has an identical deck to buy from.

 It turns out that the development of strategy and then fielding an appropriate force really matters, AND there are distinct choices that are meaningful, available and feasible.

If you are interested, we’d like you to review the rules, and :

• 1. Buy your first round of forces
• 2. Deploy them into the 5 regions for turn 1.
• 3. Send your “Round 1” move to long-kenneth@conus.army.mil, along with a short description of your strategy

 We are interested in examining the variety of forces and the strategy employed in round 1.  Do you, for example:

1. Buy 4 ea 10s and a Joker to kill any enemy aces and retain max budget  flexibility to see what he has remaining?

2. Buy aces early to get a lead on victory points and then protect them?

3. Buy Jacks to kill 10s while still preserving SOME budgetary flexibility?

4. How do you balance economy of force with winning victory points? (efficiency vs effectiveness)

5. Variations?

 And then tactically employing forces, do you:

1. Put aces against 6 and 5 victory point regions?

2. Put 10s against 6 and 5s to hunt aces?

3. Aim for maximum victory points each round?

4. Aim to capture 11 of the 20 available points each round? (ie bluff on 6 and 3, but try to win 5,4,2?)

 In the actual play of the game we’ll look for adaptability and learning, and how strategies change after teams have played each other a couple times etc. 

We’ve play tested it enough to know there is a rich source of insights available in the game and that it is simple to play. We’ll  play it with decks of cards in the classroom 

We prototyped the game in our Force Management elective and are satisfied that that we generate student interest and insight into broader questions of Army force management in an interesting way.

 Here are some student insights gleaned from our playtesting:

1.  Round 1 results dominate the rest of your strategic choices, so getting Round 1 is crucial.

2.  Round 1 strategies are dominated by uncertainty because you have no information about your opponent’s strategy or adaptive style yet.

3. You have to decide when you want to buy strength: early and aim for quick wins, or later after you have seen pieces of the opponents forces and strategy.

4. Forecasting your opponents moves is problematic and make this more like poker than chess or bridge.

5. Aces are like the FCS: dominating until low-cost alternatives found the weakness. It wasn’t unit Aces were developed that the 10s became meaningful, so be alert to deep flaws in complex technologies.

6. Kings are costly but dominate the field; An opponent with Kings drives you to buy Aces but make you vulnerable to 10s.

6. Jacks (J) are a low cost success strategy against 10s, but can be incrementally be defeated by other mid-weight forces.

8. The costs of transforming cards between rounds is significant but manageable and may lead to strategic advantage. Scenario: You buy Aces on the first round and are successful, opponent buys 10s to kill your aces in the second round, but you trade down to Kings which dominate, and which remain difficult to defeat in subsequent rounds.

9. Deciding where (in what regions) to selectively deploy strength

10. Tactical results can overcome strategic insights and strategic failures. Tacrtics can be game changing.

11. What if the enemy has different victory conditions? Price points? Has different rules?

12. What if new cards are introduced after the first rule set is established?

13. How much would you pay to see the opponents’ hands?

14. What if there are partial wins? Or more than 2 teams playing?

15. Simple games can be powerful learning strategies

 Conclusions: the game serves as a way to dramatize very clearly many of our force management challenges and is a useful way to create rapid, deep awareness of prime issues in this domain.

 Here are some insights from a dedicated gamer and management game modeler:

I suspect that for most people’s first play they are strongly influenced by a form of Confirmation Bias: the As are priced higher, therefore new players conduct their analysis from the assumption that As are more valuable. Depending on the goals of your concrete experience, that may be the best argument for keeping the current price structure. However, an ace of spades loses to seven cards, including four cheap ones, where a KH loses to only four cards that are both expensive and vulnerable — the KH is easily the strongest card in the deck.

I assume trade-ins are secret — in fact that for all practical purposes players are operating behind a screen during their setup phase — because knowing whether your opponent has made any trade-ins is very valuable information. You may want to specify that in the rules.

 Given the prevalence of 10s in everyone’s first turn strategies, it seems like the second-cheapest strategy is far more optimal than the cheapest — that is four tens and a jack of spades. That marginal $15 gives you a pretty good shot at a victory somewhere, and a decent chance of carrying more net capital forward.

 Here are a selection of previously submitted moves for  Round 1: (* = Joker)

Strategy 1
Region	Cards	Strategy:                  Cost:  102   Carry forward: 48
6	10h	I’m trying to kill aces while creating and deploying one, but putting it where it is unlikely to run into an ace-killer unless the other guys is trying an ace-killer strategy like mine.  I’ve got cheap on the ace I bought, which is a risk that may not be worthwhile. I’m expecting to kill an ace in either 6 or 5, win 4 outright, and lose in 3 and 2.  Expected results are thus 9.5 points to me, 10.5 points to the bad guys, I will lose approx $35 worth of cards and kill approx $70 worth.  The enemy is expected to have spent rather more than me, so I will have more cash with which to restructure in light of what I find out. Cost: 102
5	10c
4	As
3	10d
2	10s
Strategy 2
Region	Cards	Strategy:                   Cost:  150   Carry forward: 0
6	10s	10 is the ace killer on 6, then we try to overpower each successive category on the way down.  Assumes aces go to 6, which rapidly becomes a tail-chasing assumption.
5	As
4	Ks
3	Qs
2	Js
Strategy 3
Region	Cards	Strategy:                   Cost:  123   Carry forward: 27
6	Jh	Hunting the ace-killers, retaining some flexibility, winning early points
5	10h
4	Ah
3	Jc
2	*
Strategy  4
Region	Cards	Strategy:                   Cost:  150   Carry forward: 0
6	Ah	Maximum strength in every region
5	Ac
4	Qs
3	*
2	*
Strategy  5
Region	Cards	Strategy:                   Cost:  145   Carry forward: 5
6	Ah	Maximum strength in main regions, try to hunt an ace and kill 10s; accept risk in small region
5	Ac
4	10s
3	Js
2	*
Strategy  6
Region	Cards	Strategy:                   Cost:  149   Carry forward: 1
6	10s	Hunt aces and accept risk in regions 5,6, steal points with aces & J in regions 2,3,4

A reflection on mixed methods research in adult education

Introduction

The Research Problem

The purpose of this paper is to offer one vision of developing a methodological theory of mixed methods research co-equal with that of quantitative and qualitative research. I use a case study of the US Army Command & General Staff College engaged in a redesign of its curriculum, its teaching practices and its design process itself in a period of revolutionary change while supporting a nation at war. I describe circumstances and worldviews in which I argue that only mixed methods research may be employed to simultaneously develop a deep appreciation of uncertainty, improve decision making through an appropriate gathering, mixing and analyzing of quantitative and qualitative data, and applying “learning in action” as a strategy to manage success.  I contrast the view of research  as a process of increasing knowledge for control  with a worldview of research as a learning-in-action that allows for deep appreciation of complexity but without the assertion that appreciation and research can lead to prescriptive measures of control.  I examine the merging feedback system of the CGSC curriculum redesign as a mixture of qualitative and quantitative data. The concept of “Voice” that emerges from the CGSC action research process will be described, along with a multi-phased, multi-year research plan that demonstrates the practical development of an interactive dynamic research plan that is also adaptive to interim and periodic results. The paper  reflects a pragmatic worldview as it focuses on practical outcomes inside an organization concerned with real-world results, but acknowledges the importance and utility of the other 3 worldviews described by Creswell (2007, p.6), namely advocacy/participatory, post-positivist and constructivist.

Waldrop (1992, 2008) described the emerging science of complexity in a rich description of the inter-disciplinary work developing at The Sante Fe Institute. Sixteen years later (Waldrop, 2008) he found that the pioneer days of complexity research had evolved into a rich diversity of programs in major and minor universities worldwide, with lines of business and cognitive domains each finding ways to apply the ideas of emergence, uncertainty and complexity in new and profound ways. What remained unchanged from the origins of the research were the questions of what next and so what and how much more is there and what does it mean to apply an appreciation of complexity to everyday problems and opportunities.  The field of education is only beginning to appreciate how complexity and uncertainty may change the dynamics, structure, content and practice of adult education (Siemens, 2004). Professions in particular will be challenged by educating for complexity, since deep, profound, and reliable bodies of knowledge are at the center of professional practice. Educators, themselves members of a profession, are examining what it means to educate, teach and instruct in light of an emerging awareness of complexity.

The US Army Command & General Staff College (CGSC) is a self-described “learning organization” (Senge, 2000), engaged in a revolutionary re-design of curriculum and teaching practice, with a mission to educate 1500 US Army Majors for uncertainty and complexity, while engaged in a global war on terror and in direct combat in Iraq and Afghanistan (Long, 2009). This provides an opportunity to examine reflective learners and practitioners in action (Schon, 1987) using mixed methods research and using multiple worldviews (Creswell, 2009; Creswell & Plano Clark, 2007).

Past Research on the Problem

Edmondson and McManus (2003) propose a structured approach to selecting research methods that fit the state of theory in a given field. Their 3 archetypes of the state of theory: nascent, intermediate and mature  are connected to qualitative, mixed methods, and quantitative research methods, resulting in an appropriate methodological fit that aims to meet the needs of researchers worldwide. Creswell(2009) offers a systematic approach to analyzing: researcher worldview, research purpose,  research questions, the state of theory, data collection, populations and situations to be studied, and data analysis in order to further refine the methodological fit  and better connect purpose with practice across all 3 methods. Creswell and Plano Clark (2007, p.8) offers a functional working description of the state of mixed methods research, which proceeds from a deep review of current field practice, establishes a superb framework for classifying current choices of mixed methods research design and the means by which methodological fit may be refined, but stops at the boundary of developing a deep theory of mixed methods of research.

Deficiencies in past research and Need for Mixed Methodology

Conventional professional education processes have been adapting at an increasingly frequent rate as a consequence of Army senior leader directives and direct field feedback. The adaptive processes and decisions to date have been single issue, single iteration problem solving exercises inherited from an environment in which incremental change was the norm and most appropriate. These processes are less and less suitable as rates of required change increase and the relevance of existing processes and curriculum are increasingly called into question (Long, 2009)

Audience

The audience for this research include: staff, faculty and students of CGSC; educators of military professional schools; curriculum developers in graduate schools and organizations engaged in preparing leaders for uncertainty; scholar-practitioners of mixed methods looking to adapt practical field methods of for mixing qualitative and quantitative data; scholars examining the deep theory of the methodology of mixed methods.

Purpose

Purpose of the study, and reasons for a mixed methods study

The purpose of this study is to examine the CGSC curriculum redesign project and the emerging feedback system that guides design decisionmaking, which incorporates both quantitative and qualitative data. The project can be described as intermediate theory in the Edmondson  and McManus ontology, and therefore suitable for mixed methods research since I am introducing an emerging concept (“Voice”), focusing on the exploration of theoretical propositions (the theory of mixed methods), the availability of sets of rich theory that inform the research (adult learning, decisionmaking, complexity, design, learning organizations, narrative inquiry and action research), and incorporating multiple data types and analysis (Edmondson& McManus, 2007, p.1165).

Research Questions and Hypotheses

Quantitative Questions

H₁: Student satisfaction measured on the Noel-Levin Adult Learner Satisfaction Survey is not different than their reported overall satisfaction

H₂: Student education priorities measured on the Noel-Levin Adult Learner Satisfaction Survey are not different than those of faculty and college leadership as measured on the same instruments

H₃: Student education priorities measured on the Noel-Levin Adult Learner Satisfaction Survey do not vary through time in the course of the academic year

H₄: Student education priorities measured on the Noel-Levin Adult Learner Satisfaction Survey do not vary after graduation and reassignment to field units

H₅: Student satisfaction measured on the Noel-Levin Adult Learner Satisfaction Survey do not vary from satisfaction as measured by existing CGSC Quality Assurance  surveys

Qualitative Questions

What are the dominant and subordinate narratives that emerge from focus group discussions on educational priorities and practice and environment within CGSC?

How does the curriculum design decisionmaking process respond to similarities and differences in narratives that emerge from groups of students, faculty and senior leaders?

Describe the development, emergence of the construct of “Voice” from the CGSC PAR cycles, and how this prototype construct is evolving and being applied by various sub-groups within and associated with CGSC, by applying various interpretive methods of the narrative inquiry tradition.

Mixed Methods Questions

1. To what extent are qualitative insights generated from PAR cycles, focus groups, and individual interviews supported by quantitative data generated from surveys and actual use data of digital communication and collaboration mediums?

2. How are various organizational narratives constructed by sub-groups within the CGSC curriculum design process in order to make sense of quantitative data?

3.  What insights are offered by the application of  various narrative inquiry traditions? Which traditions are favored or overlooked or rejected by curriculum design decisionmakers?

4. What happens within CGSC when students and faculty are given opportunities to exercise “Voice”?

Philosophical Foundations for Mixed Methods Research

Quantitative research literature review

Student satisfaction surveys built on consumer theory (Watkins, 2009) are broadly applied in colleges and universities, and  treat students as  free-willed individuals that choose between alternatives for an educational institution and particular fields of study. They are seen as rational actors with definite expectations about what they want in their educational experience, and that satisfaction occurs when their expectations are met or exceeded. Smart, Feldman and Ethington (2006) note a decline in the attention being paid to the attitudes and behaviors of faculties, administrators, and the college and university environments as contributors to student success.(p.2.). These insights are related to the “college impact” model of student success. Applying the Noel-Levitz  Adult Student Priorities Survey leverages a robust, nationally recognized, validated research instrument whose dimensions reflect the areas of importance emerging from the CGSC Participatory action research  (PAT) study (Long, 2009) and enables  quantitative research into the existing database of historical satisfaction measures currently applied in the college’s curriculum design process.

Qualitative research literature review

The James, Milenkiewicz and Buchnam (2008) application of Participatory Action Research (PAR) develops measureable action steps that can lead to  revolutionary transformations within educational institutions.  The use of measureable qualitative and quantitative data gives power and legitimacy to the insights it generates inside an organization that values rigor and validity, while respecting the intuitive insights of qualitative research.  Prasad describes many techniques of Narrative Inquiry that offer many techniques for interpreting and making sense of qualitative and quantitative data.  Reason & Bradbury, (2008) and Clandinin, (2007), describe these disciplines and crafts of action research and narrative inquiry as having a relatively mature foundation of theory and best practices, with enough variation between sub-disciplines as to create real and significant choices for researchers . Various methodologies in each discipline can be characterized according to their own logic that connects their particular world view (Creswell, 2009), ontology, research technique, data requirements, classification and analysis protocols, and strategies for sense-making of the results of inquiry. The combination of PAR  and narrative inquiry offer a robust set of strategies for generating insightful qualitative data with connections to quantitative data sets, which make them especially useful and practical to mixed methods researchers.

Mixed methods research literature review

Creswell and Plano Clark (2007) provide a broad yet detailed overview of the current state of the art of mixed methods research. They offer a working definition of the field derived from a survey of practice which proceeds from a deep understanding of high quality methods of practice, through choices of design and point to potentials  for the development of deep methodological theory. They offer mixed methods as an appropriate research strategy as a way to improve on the use of either qualitative or quantitative research alone.  In their view, mixed methods are more comprehensive, can answer more  types questions, encourages collaboration  and the deliberate incorporation of more than 1 worldview and is especially well suited for situations where practicality and pragmatism are prized (Creswell & Plano Clark 2007, p8-11).

Methods

A definition of mixed methods research

Creswell and Plano Clark (2007, p.5) define mixed methods research in the following way:

“As a method, it focuses on collecting, analyzing and mixing both quantitative and qualitative data in a single study or series of studies. Its central premise is that the use of quantitative and qualitative approaches in combination provides a better understanding of research problems than either approach alone”.

The type of design used and its definition

In this section I will briefly describe the theoretical shortcoming of treating mixed methods merely as a practical solution to improving upon either the qualitative or quantitative approach alone, and why a broader and deeper theory of mixed methods is appropriate for developing deep appreciation of complexity and uncertainty. I will briefly describe two different designs that would pass the test of the Creswell and Plano Clark ontology of mixed methods designs. With appropriate development, either would be approved for research within CGSC.

Comparison table  (adapted from Creswell & Plano Clark (2007)

	Design 1	Design 2
Choices	Explanatory	Exploratory
Theoretical Description	A 2 phase  design, where qual helps explain or build upon initial quan results (p.71)	2 phase design where qual results help develop or inform 2d phase quan inquiry
Description of application to CGSC	Round 1: the Noel-Levitz Adult Learner Satisfaction Survey is applied to a population, and results are tabulated, analyzed, compared against national  graduate student norms and in  a time series from the beginning, midpoint and endpoint of the academic year. Insights are developed   Round 2:  A series of focus groups and individual interviews are used to develop qualitatitive insights to  make sense of the quantitative findings	Round 1: a  set of participatory action research cycles identify areas of pressing concern to leaders, faculty and students within the college. A grounded theory is developed and constructs are defined by the community of practice, informed by theory from PAR outsiders.   Round 2: A quant survey is developed to explore deeply into issues and constructs developed by the PAR teams to cross check for validity, to confirm or deny, to support or modify the emerging grounded theory and provide the basis for future inquiries as selected by PAR teams. (Note: this is s summary of the actual process used at CGSC as the basis for this case study. The various tangents deriving from the initial rounds of inquiry generated my epistemological concerns with the pragmatic assumptions of mixed emthods)
Design notation	QUAN->QUAL	QUAL->QUAN
Justification	Needs qual to help explain significant, , non-significant, outlier or surprising quant results	Exploration is needed because:   1. no existing instrument 2. unknown variables 3. immature theory or framework Well suited for exploring a phenomenon or when researcher wants to generalize to other populations, test emerging theory or classifications (p. 75)
Variants	1. Follow-up explanations (quan results, insights need additional explanation)   2. Participant selection  (where a sampling of representative outliers are selected for follow-on inquiry)	1. instrument development model   2. taxonomy development model
Strengths	Straightforward implementation   Feasible for single researcher 2 section report of results Supports both single and multiple phase studies Appealing to quan researchers	1. easy to design, describe, implement and report   2. although initial emphasis is on qual, the quan phase makes it easier to appeal to quan audience 3. both variants supports multiphase studies well
Challenges	1. Time consuming   2. Decisions on which individuals to use by phase w/justification 3. Difficulties with IRBs 4. Deciding which results to explore 5. Specifying criteria for follow-on inquiry (before or after results?)	1. time consuming   2. difficult to specify phase 2 construct for IRB prior to phase 1 results 3. deciding up front which individuals to use in phase 2 4. which data to use in phase 2 instrument 5. deciding relevancy of phase 1 results for phase 2 taxonomy
Timing	2 phase sequential model	2 phase sequential model
Weighting	I think the QUAL(quan) model is more likely. This design relies on at least a mature enough state of theory to allow for initial quan inquiry, but we are more concerned with the interpretation and application of insights than in model or theoretical validation	the equal weighted choice is more logical; the desired outcome is an improvement to state of theory (quan) by either a better instrument or by an improved taxonomy (ontology). Yet the reliance on initial qual inquiry as a guide makes it at least co-equal to quan.
Mixing the data	Either Merging or Connecting is more likely than embedding.  Embedding implies a single phase, whereas this is defined as a 2phase design.  The improved explanation of initial quan findings is how the design could be “connected”. If the interpretation or meaning making is intended to create “rich description” then either variant of merging is logical	Connecting is by far the most logical design choice, as the 2 phases are explicitly linked; quan follows qual and the connection is either an instrument or a taxonomy.   There is a distinct “manufacturing or processing” aspect to this design, which does not seek to produce a rich description that is a blend, but rather produces a better quan framework as guided by the initial qual inquiry

Diagrams:

Research model 1: Explanatory:

Research model 2: Exploratory:

Analyzing the data:

In both models of mixed methods design the quantitative data would be subjected to power analysis, tests for relationship and causality.  The quantitative hypotheses are framed in the form of null hypotheses in order to determine if there were differences that could be attributed to a difference in instruments and what they are measuring (existing survey vs the Noel-Levitz survey); through time series tests to see if there is a treatment effect, and with the samples subjected to control variables to examine the effects of demographic, career experience, educational goals and faculty specific effects on the measures of satisfaction and importance.

Qualitative data would be subjected to thematic analysis according to the practices of the grounded theory, narrative inquiry and PAR traditions/  Narrative inquiry traditions are especially important here as outlined in Boje (2001).

Analyzing the mixed data would be drivcefn by the specific design selected as noted above.

Theoretical analysis of the consequences of choice in mixed methods design

Both designs would be interpretable as providing a deeper insight and understanding than a study restricted  to either of their individual qualitative or quantitative components. The functional definition of mixed methods (Creswell & Plano Clark, 2007, p.5) would lead decisionmakers, particularly of the pragmatic worldview, to ‘receive the wisdom of experts” and seek to straightforwardly apply the insights based on a justifiable belief that they now knew more about what was going on, and had in some fashion reduced the amount of uncertainty about the world around them. My central argument is that there are situations so complex and uncertain that no amount of research and conclusions drawn from best practices of the traditions of both quantitative and qualitative inquiry, and the best practices emerging from mixed methods as described by Creswell and Plano Clark. In fact my use of the word “situation” in the preceding sentence, is an implied assumption that there is such a thing in the real world as a definable “situation” or problem set  which may be bounded and contained by a problem solving, decisionmaking entity. While this construct is the basis for the post positivist tradition, which has endlessly proven its utility in countless settings, it is normal for pragmatists to conflate utility with reality.

It can be argued that there is could be a tacit agreement between constructionists and post-positivists to allow each other the primacy of method and interpretation based on typical problems, and indeed much work is being done to increase cross-discipline understanding, cooperation and integration. The common assumption between these two worldviews is that the end product of such effort is a measureable increase in our knowledge of the world as it is, from which we may exert more control and prediction by having reduced the amount of uncertainty by some amount. This tacit shared assumption I submit is expressed through the research practice of pragmatists who are “naturally” drawn to the mixed methods designs and practices described so well by Creswell and Plano Clark. Given the fertile and as yet only partially explored areas best suited for mixed method research it would be natural for the deeper philosophical theory or theories of mixed methods to be postponed, much as Smart, Feldman and Ethington (2006) found a willingness for researchers to revert to their preferred and more easily measured  research domains and begin to neglect the messy and challenging issues of environmental factors affecting student success. One is reminded of the story of the man who’d lost his key in a dark alley but was searching for it under the streetlight because the light was better there.

I am arguing that there are situations where even mixed methods are properly and rigorously applied, and interpreted in best professional practice, that the insights may serve only to help decision-makers appreciate the vastness of what they do not understand, and better act within an uncertain environment, humble in their ignorance, yet moved to action from values and on the basis of principles informed by the best practice of inquiry.

It is my contention that in those situations described so aptly as “wicked problems” by Rittel & Webber, (1973) that a  deep theory of mixed methods may be developed that is co-equal to that of qualitative and quantitative methods. I argue that mixed methods not only are useful in solving less-than-wicked problems, as described by Creswell and Plano Clark,  but most appropriate to engage with uncertainty and complexity for the express purpose of appreciating deeply the current situation. The deep theory of mixed methods I anticipate would require explicit inclusion of all 4 world views, since there is no a priori basis for excluding any of the 4. I thinkit quite likely that a reasonable assumption of a deep theory of mixed methods in fact could require an explicit inclusion of the best practices of each world view in some fashion, details to be determined, of course.

The shift in epistemological  perspective seems important to me,  and which should be developed in tandem to the directions for improvements in design and pure method described by Creswell and Plano Clark.  Checkland’s application of soft systems methodology,  artfully describes  “learning towards success” in a satisfying way (Checkland & Poulter, 2006).

The best expression of the theoretical stance towards irreducible complexity intersecting the human need for the state of nature or through any objective criteria (Boje, 2001) and in the work of Hayden White (1987) concerning the relationship between narrative discourse and the historical representation. These insights are causing me to reflect deeply on my own essentially pragmatic worldview and its underlying assumptions, and lead me inevitably back to the proposition that we need the methodological theory of mixed methods developed simultaneously with that of its design choices and specific methods.

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