This publication is a very significant cooperative effort of the Department of Audiovisual Instruction and the National Society for Programmed Instruction. It is, we believe, a harbinger of future joint activities between our two organizations whose purposes converge in the field of programmed learning.
How ed tech was born: Twentieth-century teaching machines--from Sidney Pressey's mechanized test-giver to B. F. Skinner's behaviorist bell-ringing box. Contrary to popular belief, ed tech did not begin with videos on the internet. The idea of technology that would allow students to "go at their own pace" did not originate in Silicon Valley. In Teaching Machines, education writer Audrey Watters offers a lively history of predigital educational technology, from Sidney Pressey's mechanized positive-reinforcement provider to B. F. Skinner's behaviorist bell-ringing box. Watters shows that these machines and the pedagogy that accompanied them sprang from ideas--bite-sized content, individualized instruction--that had legs and were later picked up by textbook publishers and early advocates for computerized learning. Watters pays particular attention to the role of the media--newspapers, magazines, television, and film--in shaping people's perceptions of teaching machines as well as the psychological theories underpinning them. She considers these machines in the context of education reform, the political reverberations of Sputnik, and the rise of the testing and textbook industries. She chronicles Skinner's attempts to bring his teaching machines to market, culminating in the famous behaviorist's efforts to launch Didak 101, the "pre-verbal" machine that taught spelling. (Alternate names proposed by Skinner include "Autodidak," "Instructomat," and "Autostructor.") Telling these somewhat cautionary tales, Watters challenges what she calls "the teleology of ed tech"--the idea that not only is computerized education inevitable, but technological progress is the sole driver of events.
On Parent's Day, in 1952, B. F. Skinner visited his daughter's fourth grade math class. As he watched the lesson, he became increasingly uncomfortable. Almost every principle of effective teaching that he had studied for more than 20 years was being violated in that classroom. Yet it was a typical class. The teacher showed how to solve the day's problems, then gave the students a worksheet to do. Some children began to work readily while others shifted uncomfortably in their chairs, or raised their hands for help. The teacher went from desk to desk, giving help and feedback. Skinner knew what was needed. Each student should be given a problem tailored precisely to his or her skill level, not to the class average, and every answer needed to be assessed immediately to determine the next step. The task was clearly impossible for one teacher. That afternoon, Skinner set to work on a teaching machine. Today's computers have made the mechanical machine obsolete, but the principles of how to design instruction in steps that lead from a basic level to competent performance are as valid today as they were in the 20th century. This book brings together Skinner's writings on education during the years he was most involved in improving education.
Training Within Industry is the structural genesis of Lean Manufacturing and the heart of kaizen, the practice of small continuous improvements. From the Toyota Production System to the standardization of training retail sales clerks, Training Within Industry proves that true innovation is timeless. The training material contained in this 8 1/2 x 11", 84 page Training Within Industry book is as applicable today as it was when it was first written down, decades ago.
In one sense, education was always a service industry. This book examines the quality as well as the quantity of contemporary education as it answers the following questions: Are we getting value for money? What makes a good teacher? What sort of education do we want? In the UK in the twentieth century education grew while national income did not. Britain devoted more of its resources to education than any other European nation and yet the UK had the largest proportion of children leaving school at 15 and spent more on each university place than the USA. The author argues that far too little attention was paid to cost-effectiveness analysis and planning. He examines Swedish and American examples and concludes that we must seek and employ the common features of modern management – network analysis, operational research and organizational theory. He also argues that traditional education has to come to terms with the mounting pressures of new curricula and new media.