Chris Dalton's Personal Development Blog

William Blake: Illustrations to Milton’s “Paradise Lost”

“Harmless”.

This was the original entry for planet Earth in Douglas Adams’ the Hitchhiker’s Guide to the Galaxy, which was later expanded by the book’s sub-editors in a subsequent edition to… “Mostly harmless”.

It’s great to revise a definition, and a nice way to begin a meandering blog entry.

Every now and again I like to try to rekindle my thoughts regarding the aim of education. I have rather got into the habit of saying only that ‘the aim of education is emancipation’. I’m not sure this is enough. After all, emancipation implies someone else (or someone else’s ideas) from which one has been given freedom. Though I know in many parts of the world that is a real issue, this wasn’t quite what I meant. I had in mind an internally generated aim, not a “release by” but a “release in”, achieved without external reference to anyone (or any thing) else.

So far, the best I’ve managed to come up with is: ‘the aim of education is freedom from comparison’.

This expresses more what I want for the Henley MBAs; that they should make informed choices not restrained by alignment to the notions defined by past experience or by prediction of future event alone (or, perhaps, at all). For personal development, the aim is freedom from validation, and from uncritical judgement of the opinion of others. It is an act of becoming completely at ease and at one with the world as it actually is. In its unspoken assumption of control over the world, our current pedagogy is very poor at this. For me, “freedom from comparison” is significant because it demands that you know under what system of restraints (i.e. being governed by what you cannot do) your awareness level is being limited. Awareness, actually, is the word I’m looking for.

In fact, I think “awareness” could stand as the real aim of education. Awareness subsumes comparison.

How do you get to awareness? (Easy when you know how, huh?) I think awareness is, in some way, being in tune with all forms of living system that demonstrate mental process in their function (Bateson, 1979), but explaining it is not easy with our current mental maps. The greatest barrier to awareness in education is whether or not we are aware of what a context is. Without context, education has no meaning, but meaning is not a thing, it is a pattern (i.e. it has no physical properties or dimensions, so is not to be quantified, objectified or reified in the manner that modern science has envisaged). Meaning carries weight (metaphorically) when it contains coded forms of information of what we can exclude (not what we must include) as alternative possibilities in each case. A red stop-light “tells us” nothing in and of itself. Its meaning is a very complex systemic property of interconnected levels of information (knowledge and structure of the legal system, social conventions on behaviours that align with the legal system, regulated processes of driver instruction and licensing, moral imperatives on behaviours that do not endanger others, etc.). The more such information it carries, the higher the probability of it not occurring just by chance.

All the possible restraints exist for us in nested levels of categories that each contain redundancies (i.e. information of the whole from a part) that mean we can navigate this complex social world without needing to exhaust ourselves with mental processing of every alternative. Systems of restraints are what keep dynamic systems stable over time. Including ‘you’ (as a circuit).  Your breathing, for example, works in a comparable way because your ability (for short periods only) to make this process a conscious one is merely an illustration of this whole nesting principle.

Managers carry with them maps of how their organisations work, and these maps contain many taken-for-granteds. We don’t understand this ‘gut feeling’ very well, but it is redundancy that allows educated guesswork on the part of the manager. Redundancy gives that person a better than random chance of ‘filling in the gaps’. The freedom inherent in management education is observed in how leaders conduct themselves and their work, and I think uncovering how these systems of restraints are universal could free their thinking and learning potential. To do this, education must seek news of difference (i.e. where are the limits?). The internal territory contains homogeneity or redundancy of information and there is nothing to be learned here. The individual is involved in the task of locating the boundaries where mistakes may be made in order to learn.

Reference

Bateson, G (1979), Mind and Nature: a necessary unity, E P Dutton

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