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qrcode.30124925I come back to Education because, with every day that passes, it is more and more obvious that we must engage in quick reform of the system. We need to change structures to allow for quick decisions. We need to change syllabuses to ensure that our youngsters get basic knowledge and also the ability to access necessary information. We need to encourage thinking skills and initiative, and also group learning that will promote cooperation rather than competition that puts us each in his own little compartment.

What we must get rid of is the continuing dependence on officials who have little understanding of the ground situation in the various schools which have insufficient teachers, inadequate provision for counseling and few extra-curricular activities. That requires strengthening school based management, but we have to make sure that, when principals are given greater responsibility, they are made strictly accountable, and that they must show results that can be accesses and questioned by all stake holders.

This means more effective consultative committees in schools, but these cannot be confined to parents, because they can be easily intimidated. That is why we tried, when I worked with Divisional Secretariats, to strengthen the Women and Children’s Units, to encourage officials involved in child care at all levels to actively monitor schools. In particular the Health Department and the Probation Department should be empowered to check on the physical welfare of students in schools, and also attendance.

Unfortunately our administrative structures militate against such cooperative efforts. Institutions are compartmentalized, with no provision for the comprehensive assessments of their development that children require. The unquestioned domination of officials in a colonial administration has combined with the statism of the period just after independence to give the Ministry of Education exclusive control of the education process. But that Ministry should be confined to setting standards, whereas both implementation and monitoring should be left to local agencies that know the ground situation. Read the rest of this entry »

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grumpy 4The Secretary to the President, Lalith Weeratunge, explained to me how it happened. In 2010 the President had wanted to put this brother too into Parliament, but he had scoffed at the idea and said the prospect did not interest him. However, he had added that, if the President wished to give him other responsibilities too, he would be pleased to look after Urban Development.

So, after the election, the Ministry of Defence was renamed the Ministry of Defence and Urban Development, and Gotabhaya went, as it were, to town. Colombo, which had suffered both from neglect over decades, and from ghastly makeshift barriers for protection of important places when terrorist activity was in its heyday, was transformed, and began for the first time in the last half century to look beautiful.

Gotabhaya was helped in all this by the hard-working military personnel he could employ. I had had some experience of this when, as Secretary to the Ministry of Disaster Management, I found that I had to coordinate work with regard to the many canals that wound their way through the city. The care of these, and their banks, were allocated to a dozen different agencies, and coordination between these was not easy. It was only the navy I found that had fulfilled its responsibilities swiftly and effectively, and the stretches in their care were the cleanest and best maintained.

With the Ministry of Defence coordinating action in this and other areas, development was swift. Gotabhaya also chose capable people to head the Urban Development Authority, and they were able to plan more coherently than most government departments, though it should be noted that there were still some shortcomings about coordination, especially when it came to working with local authorities not under the control of the government. Still, the UDA was quick to respond when difficulties were pointed out, and in this regard its work ethic was admirable.

This was a distinct advantage Gotabhaya had over Basil, who was not a team player at all. Perhaps because of his military training, Gotabhaya was able to identify and work with capable people. Of course in fairness to Basil it could be argued that he thought he had to do everything himself, because many officials he came across were inefficient, or incapable of taking quick decisions – unlike the military personnel Gotabhaya had worked with, both in his youth and as he took over at the Ministry of Defence. But whereas Gotabhaya was also concerned with training, and with ensuring a new generation able to work effectively, such concepts were beyond Basil.

This was another area in which the capabilities of the forces were well deployed. They were asked to take charge of a pre-University training course since it was noted that those who were admitted to universities, perhaps because of the purely academic training they had undergone in the struggle to get good enough grades for admission, had no soft skills. Read the rest of this entry »

Rajiva Wijesinha

November 2018
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