Larry Pate wrote an interesting message on April 13, reflecting on these
issues. I particularly liked the quote from Summerhill's headmaster, "If
any of my children ever become Prime Minister, I will feel that I've
failed." That quote made me think, though....will we always then be led
by people who have unresolved "issues"?
What made me think the most from his message was, "We need to know more
about the conditions necessary for freedom to succeed in more than a
philosophical way." I agree, and I have an example that illustrates this
point.
In my current job, a very good man has been appointed as "coordinator"
for several people's programs, including mine. He does a really fine
job, communicates well, solicits input, and has an open attitude toward
different ways of thinking. Yet...when I told him we needed to move
toward helping one another "mature" on the job, he balked. We have been
having regular discussions on the subject.
The gist of my thoughts: being free at work or school assumes a
willingness/maturity on the part of the participants. This says a lot.
Both Sudbury Valley School and the place in Brazil (I remembered
it--SEMCO is the name of the company) went through tremendous upheavals
(people got mad, quit, huffed and puffed over some issue) before they
stabilized. If we want it, then we either have to just bite the bullet
and try it, knowing that there will be a time of adjustment, or take it
slowly and help the participants to mature. The latter was my suggestion
at work. We could take baby steps at helping one another mature. In our
case, the first baby step could include knowing more about the overall
budget. Just let us know what's happening. Then later we can know how
our budget relates to the budgets of other departments. Then we can
learn how to talk together about those budgets without getting bent out
of shape. Etc...etc...etc.
Reading the story of Sudbury Valley reveals how hard it can be to do it
the "cold turkey" way--but that is my preference.
However, such a method requires that the current leaders be absolutely
convinced of the wisdom of the direction. In Sudbury Valley's case, the
founders never wavered; the same is true of both Summerhill's founder and
of SEMCO's leader. These stories include the pain and the struggle, but
they are WORTH IT! Imagine working with a group of people who really
want to do a good job! Imaging being in class with students who CHOOSE
to be there! What a world!
Oh, well, I can dream. And I can hope.
Edryce
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