A Crucial Element of Democracy

This is a blog by Robert Gutierrez ...
While often taken for granted, civics education plays a crucial role in a democracy like ours. This Blog is dedicated to enticing its readers into taking an active role in the formulation of the civics curriculum found in their local schools. In order to do this, the Blog is offering a newer way to look at civics education, a newer construct - liberated federalism or federation theory. Daniel Elazar defines federalism as "the mode of political organization that unites separate polities within an overarching political system by distributing power among general and constituent governments in a manner designed to protect the existence and authority of both." It depends on its citizens acting in certain ways which Elazar calls federalism's processes. Federation theory, as applied to civics curriculum, has a set of aims. They are:
*Teach a view of government as a supra federated institution of society in which collective interests of the commonwealth are protected and advanced.
*Teach the philosophical basis of government's role as guardian of the grand partnership of citizens at both levels of individuals and associations of political and social intercourse.
*Convey the need of government to engender levels of support promoting a general sense of obligation and duty toward agreed upon goals and processes aimed at advancing the common betterment.
*Establish and justify a political morality which includes a process to assess whether that morality meets the needs of changing times while holding true to federalist values.
*Emphasize the integrity of the individual both in terms of liberty and equity in which each citizen is a member of a compacted arrangement and whose role is legally, politically, and socially congruent with the spirit of the Bill of Rights.
*Find a balance between a respect for national expertise and an encouragement of local, unsophisticated participation in policy decision-making and implementation.
Your input, as to the content of this Blog, is encouraged through this Blog directly or the Blog's email address: gravitascivics@gmail.com .
NOTE: This blog has led to the publication of a book. The title of that book is TOWARD A FEDERATED NATION: IMPLEMENTING NATIONAL CIVICS STANDARDS and it is available through Amazon in both ebook and paperback versions.

Friday, November 27, 2015

SOURCES OF SINNING

I have been writing about the demands one faces when contemplating or actually implementing change, particularly change in an organization, such as a school.  My reason for looking at this topic is that this blog is dedicated to having our schools approach civics content from a different perspective from how it is viewed today. 

I have written a great deal describing the prevailing mental construct which governs our current view.  That construct I have called the natural rights construct and it is based philosophically on the tenets of classical liberalism.  The main governing variable of that construct is liberty and the belief that every individual has the right to determine his or her own values and has the rights to pursue those values.  The problem is not so much the belief, but the centrality of it; advocates of the natural rights construct hold it as their trump value when it comes to governmental and political issues.  This blog has attempted to document what problems have been created due to this centrality. 

The blog has gone on to argue that in its place, as a dominant construct, our schools should adopt federation theory as their dominant construct.  This latter construct espouses a heightened allegiance to liberty, but not as a trump value.  Instead, federation theory holds societal welfare – as experienced through societal survival and societal advancement – as its trump value.  This other view, I believe, is more in line with our Declaration of Independence and Constitution.  This position has been developed over many postings – postings that first appeared in 2011.[1] So, in order to adopt federation theory, schools would have to engage in change.  Hence, my concern now has been and will continue to be:  what all is involved in making a profound curricular change in our public schools?

Each person involved with such an endeavor brings to the effort a loaded slate (as opposed to a blank slate).  A main challenge in what I am proposing is a change that, in order to be successful, needs to be instituted by “believers” and “doers” of the change.  Therefore, people can’t be ordered to institute this other view of civics content.  Such an attempt would not work and whatever strategy is utilized to institute the change must be seen as the appropriate thing to do by those who are the “doers” of the change.  They have to be convinced, not in a mild way, but in a thorough way.  And further, those who are to implement the change need not only be believers of the change, but also need to follow through with their behavior.  I point this out because we often act contrary to what we believe is right.  In this posting, I call this deviation “sinning.”

A bit of a backdrop:  In my previous posting, I wrote about how a person, in order to make sense of how he/she feels about a particular challenge, forms a theory.  In that posting, I more specifically described a theory-in-action.  We are so adept at forming these theories that, through our behavior, we create what Chris Argyris and Donald A. Shon[2] call a behavioral world.  That is, we are so coordinated and consistent that we form a sort of perceived reality based on the theory we create in our minds and then the behavior that follows.  This, in turn, creates a sort of world in which a person functions.  Whether this world reflects a true reality or not (or to what degree it is true) is dependent on how we experience rewards and punishments derived from that world view.  For example, have you ever had a friendship in which the friend no longer wants to continue the friendship and without telling you why, drifts away?  Befuddled, you wonder why, but you accept the “divorce” without inquiring what happened – you just don’t want to experience the awkwardness.  Chances are your behavioral world concerning this person didn’t match the behavioral world of that person when it comes to dealing with you.  One or another of you had perceptions of reality that were off – perhaps both of you were incorrect.  Behavioral worlds are created as we act upon our theories-in-use.  But problems with perceptions and behaviors do not end there.  There is also a potential gap between our theories-in-use and espoused theories.

Espoused theories are what prominently emanate from the mental domain I have called the ideal domain – that portion of our thinking and feelings that contain all those messages about how things should be.  Either through what we have been taught to be good and evil – our inherited sense of morality – or through our life’s experiences, we form our sense of what is right and what is rightness, the “shoulds” and “oughts.”  We don’t believe only this, but when the occasion arises, we proclaim the elements of this view – our espoused theories.  These theories are subject, as I wrote about in my last posting, to internal inconsistencies and certain encounters with reality will arise that make these inconsistencies apparent.  See my last posting for a description of internal inconsistencies.  My concern here is when there is a lack of congruence between an espoused theory and a theory-in-use, i.e., sinning.

When we become conscious of such an incompatibility, we might first try to rationalize.  We might say that the theory-in-use element and the elements of our espoused theory don’t really relate or that any incompatibility is the fault of others or that the element is not that central to our views of right and wrong or that the situation is incompatible at some level but compatible at a more important level.  One more potential rationalization:  incompatibility is unavoidable and a person might say, “I just had to choose the lesser of two evils” – he or she is just doing his/her best.  And while we are at it, there is always the possibility that one is just ignorant of all the relevant facts affecting the situation or they have not occurred to us at the time.  Any of these excuses might be correct, but one needs to be very careful because we are prone to believe what eases any dissonance we might be experiencing.    Complicated, this thing we call life.

But let us say we are honest, know all the relevant facts, and have a clear understanding of how relatively important all the factors are.  Yet the incompatibility persists.  In that case, change is called for.  This can be of our theory-in-use or in our espoused theory.  We want both to be right:  the former because practical consequences offer up painful punishments; the latter because we are concerned about how we perceive ourselves.  In the course of such changes – changes that can be very central to how we see the world – it helps to have a good dose of self-worth.  A lack of such self-esteem can block any portion of this process.  For example, we might just figure that what we believe, as a lowly person, doesn’t matter.

Congruence can be good or bad.  It can, for example, promote inadequate theories.  As such, incompatibility will help to make these inadequacies apparent.  Once perceived, one can act to create a healthier congruence.  Argyris and Schon point out that of the two, it is better to have an adequate espoused theory because with having one, we can more readily identify and rectify an inadequate theory-in-use.

It is precisely this insight that leads me to believe we need to change our governing construct of civics education, because a move toward federation theory will be one that addresses the contents of our espoused theories concerning government and politics.  I see this move as beneficial for the betterment of our social world and for the betterment of our students’ behavioral worlds.



[1] If you are new to this blog, you are invited to sample some of them by hitting the archives button.  The first two hundred postings have been deleted, but one can gain access to them by visiting gravitasarchives.blogspot.com .  At that site, you will be instructed as to how to attain a particular posting.  The last two hundred or so postings can be accessed by hitting the archives button on this page.

[2] Argyris, C. and Schon, D. A. (1985). Evaluating theories in action. In W. G. Bennis, K. D. Benne, and R. Chin (Eds.), The planning of change, Fourth edition, (pp. 108-117). New York, NY: Holt, Rinehart and Winston.

Tuesday, November 24, 2015

LACK OF INTERNAL CONSISTENCY

When dealing with change, at the stages of either planning or implementation, in a social organization such as a school, one can usually count on a certain amount of tension.  This is because change by its nature is veering a person or a group away from what is customary and oftentimes comfortable to what is new and unknown.  When this type of change happens at the workplace, many normative and coercive forces are potentially at play.  Even when management runs on humanistic principles, the employee is not likely to forget he or she is at work and the boss is watching with expectation.  This is true in even the most laid back work environments.

In previous postings, I have tried to communicate that the above unsettling situation makes it difficult for one to be “normal” in conducting the interactions of the day.  Given that even in the most normal of conditions, we all, from time to time, act in ways that we cannot explain even to ourselves, much less to others.  When tension levels increase, we can count that the number of times such inconsistent behaviors occur will more than likely increase, sometimes significantly.  I use the term inconsistent advisedly because inconsistency is a prevailing concern among those who deal with change professionally.  But before I expand, let me relate a short anecdote that I think makes the point.

I heard a story the other day about a man I have met once or twice, but cannot say I know very well.  A mutual friend told me this person has a phobia concerning cleaning his ears.  He is otherwise a very clean person.  Due to some childhood trauma, he has a weird fear or sensation when it comes to making sure his ears are appropriately washed.  Now, I know ears can be a bit tricky – you don’t want water to get into the canal beyond the outer earlobe area.  I once got a nasty infection because I got water in one ear at a hotel pool and was not in a position to get any alcohol into the area.  I worked one summer as a day camp counselor and the worker who supervised the kids after they finished their daily swim made sure every one of them got a drop of alcohol in each ear to prevent infection.[1]  Anyway, this man with the phobia, according to the account, has had recurring ear problems due to his lack of cleaning them.  When asked, he will admit that his problems stem from this deficiency in his ear cleaning habits, yet he persists in not taking sufficient care to keep his ears clean.  If you ask him if one should clean his ears and if one should have good hygiene, he would totally agree.  Therefore, what he believes does not translate into how he behaves, at least in this aspect of his life.  I wish him well.

This little anecdote – which was told to me with a straight face with no hint of derision toward our subject – I believe reveals a very important insight into human decision-making and consequent behavior.  And the insight has some relevancy to the challenges which confront those who are engaged in organizational change.  Over the next few postings, I want to address these types of challenges and, by doing so, share with you influential language in the field of organizational change.  Three terms in this lexicon are theories-in-action, theories-in-use, and espoused theories.[2]

When I reviewed, a few postings ago, how varying mental images, emotional forces, and physiological drives or needs might compete to gain dominance in how one responds to a given perceived occurrence in that person’s life space, I described it as a rumble or tumble.  Let me put more meat in that image.  In order to make sense of the confronted situation, we form a holistic imagery of it.  That is, we formulate a “theory” about it.  You can review those earlier postings to gather what is going on, but the theory makes sense of the tumult.  Since there are varying images and “messages” involved, there is a good chance that in order to make sense, our mind will likely diminish some images or forces in order to strengthen the overall theory.  That works psychologically and allows us to respond, but if the situation presents contradicting evidence that we cannot totally block out, then we are facing an inconsistency; something does not look or feel “kosher” enough to our theory and this might very well call for a change in our theory or how we are behaving.  An opposing imagery makes itself felt and one is facing a sort of dilemma.  Dilemmas are contradictory images presenting choices in which whatever is chosen, a negative consequence is anticipated.  Argyris and Schon speak of inconsistent governing variables – individual beliefs of our theory or other theory, that “govern” how our theory functions given the situation in question.

Let me illustrate.  Suppose a change plan calls on students to begin viewing social reality from a more communal perspective than they have been asked to do in the past.  The teaching staff during their planning and teaching activities all agree this is a useful strategic decision.  As part of this change, the students are to engage in certain exercises in which they are to work in groups.  After the strategy is put in place, the teaching staff notices that certain students choose not to contribute to group work assignments and opt to “coast” and get credit that is earned by the more productive group members.  The staff is hit by a dilemma.  Should, for example, the teachers devise a grading protocol in which fellow student team members determine how credit should be distributed; does such a move illegitimately place the responsibility of evaluation on students – ill-trained to perform such a function – or should the these less productive students be allowed to get credit they did not earn?  Of course, I am presenting this dilemma as an either/or situation to illustrate the point – there are other options – but I can testify that this is an inherent problem with group projects.  But the fact that there are other options leads to very useful methods of facilitating change.

I mentioned governing variables.  In the theory shared by the teachers, there is this governing variable that holds that experiencing the give and take of group work will encourage students to appreciate the power of groups in accomplishing or devising solutions to complex problems.  Complexity here is defined in relation to the sophistication of the students.  But another related governing variable is that individuals should feel a sense of ownership within group efforts if an individual can be expected to contribute.  These two governing variables are not necessarily exclusive of one another, but they can, as in our example, function at cross purposes.  But as the overall situation does not present an either/or dilemma, neither does each of these governing variables.  Each presents the change agents and implementers with a range of options.  How much does a work assignment have to promote a communal sense?  How much ownership does an individual have to have in order to productively participate?  These are questions that those who are trying to implement the change can ask, answer, and accommodate so that the change has a higher probability of success.  If the strategy can get the students along a desired path – viewing social reality from a more communal perspective – perhaps an individual change element does not have to accomplish the end objective.  Partial success might be the ticket for a strategy such as group projects.

Now it can be the case that an inconsistency is so great that the gap cannot be bridged.  That is, both sides of the dilemma demand choices that go beyond acceptable ranges.  For example, in our case absolute ownership is demanded of every activity.  This makes those activities devoid of any communal quality.  In that case, what the staff is confronting is an incompatibility within the internal dimensions of the theory.  If that is the case, we truly have a dilemma:  continue with the project as it is currently defined or end it.  A truly incompatible dilemma is unfixable given the overall context of the change environment.  Something fundamentally has to change and such change is probably beyond the purview of those planning and/or implementing the change.

The other point to make here is that the theories under consideration fall into two categories:  espoused theories and theories-in-use.  The example above more readily represents the latter, theories-in-use.  And the inconsistency is one which resides internally to the theory.  In my next posting, I will describe what happens when espoused theory (what should be) is inconsistent with a theory-in-use or vice-versa.  As with internal theories, consistency is a good thing.  One way to up the chances for consistency is to develop sufficiently sophisticated theories that adequately account for the elements of the reality one is confronting.  Given a particular reality, this can be very difficult, yet what we are about is often demanding not only of our abilities but of our needs.



[1] I am not an expert on ear hygiene; I’m just reporting what I saw these many years ago.

[2] Argyris, C. and Schon, D. A. (1985). Evaluating theories in action. In W. G. Bennis, K. D. Benne, and R. Chin (Eds.), The planning of change, Fourth edition, (pp. 108-117). New York, NY: Holt, Rinehart and Winston.