February 23, 2006
2006 Educator's Conference
I attended the 2006 Educator's Conference today at Covenant College on Lookout Mountain. Someone said to me, maybe they built this up here so they could feel closer to God (actually they converted a hotel I believe..). I told him that based on some of the students I've met from there it seems that they feel that way. But otherwise the campus is very impressive and feels like a ski resort.
Dr. Howard Gardner was the big speaker and I was fairly impressed with his presentation since several had warned me he was dry. He didn't jazz it up at all, but his ideas on learning are pretty on target so I was very interested. He pimped (promoted) his book Changing Minds: The Art and Science of Changing Our Own and Other People's Minds, which sounds very business leadership oriented, but does not read as such. A big idea he promoted is summarized by the Harvard Business Review as:
Howard Gardner contends that the ability to synthesize information will be the most valued trait for leaders.
This comes from a forthcoming book about the "5 Minds of the Future" that he is still working on.
Other big ideas I keyed in on were related to his review of multiple intelligences. I've heard of this concept and feel that I vaguely understand it, but haven't read his books yet so was glad to get from the horse's mouth.
The intelligences he describes are:
Linguistic intelligence ("word smart"):
Logical-mathematical intelligence ("number/reasoning smart")
Spatial intelligence ("picture smart")
Bodily-Kinesthetic intelligence ("body smart")
Musical intelligence ("music smart")
Interpersonal intelligence ("people smart")
Intrapersonal intelligence ("self smart")
Naturalist intelligence ("nature smart") (thompsonarmstrong.com)
Another good handout can be found here.
The key points I heard were that these intelligences are essentially like computers in our head that are better at sifting through certain types of information than the others. We all have these intelligences, but most people are more proficient with a couple of these than they are in others.
In Changing Minds Gardner talks about 3 common sense dimensions that explain the phenomenon of changing one's mind. These are the entity (how you attempt to change a mind), the arena (the context of the group or individual you are trying to influence is in), and the levers or tools that actually work to change someone's mind. These are: resources and rewards, reason or logic, research, resonance, representational redescription, real workd events, and resistances (convenient how they all start with R..)
Gardner then went into a long diatribe about Margaret Thatcher and Ronald Reagan...
Finally he discussed his current topic of research which is about the nature of good work. Good is defined by he and his colleagues (Mihaly Csikszentmihalyi and William Damon) as 1) of expert quality, 2) is ethically responsible, and 3) feels right or is enjoyable and engaging to the worker. For this to take place in an organization there should be what he calls "Alignment," which is when all of the stakeholders have common goals. I was thinking about UTC, as a university and within departments, and I would question whether there is that much alignment and therefore not much good work being produced.
Finally, either during asides or in answering questions, I picked up on what I believe to be his solution for education today, in K-12 and higher ed, which seems to be mentors. For someone to really have an impact, there seems to be no combination of curriculum and technology, no new learning theory, no better way to teach than by examples of mentors exhibiting good work. To foster good work in our students, we need to be all about good work ourselves. I think this attitude is probably more prominent in K-12, but many college professors do not seem to feel this need.
So that's basically everything I know about Howard Gardner and MI. I hope it helps you..
Posted by cmwillis at February 23, 2006 7:59 PM | TrackBack