A is for Aims

24 04 2011

Ready, aim.... (Vital Imagery Ltd)

“Yes, but what were your aims?!

This must be one of the most frequently voiced questions in the discussion that follows an observed lesson. The trainee – with little or no idea of how language learning is managed – is pitted against the trainer, convinced that learning can be manufactured according to precise specifications, and with the reliability of a Swiss watch.  It’s all about planning, anticipating, predicting and pre-empting.  Hence, the need for aims, and hence, the kind of advice on lesson planning of which the following is typical:

“To write an effective plan the teacher needs to think carefully about what exactly the aim of the lesson is. What will the learners learn?” (Watkins, 2005). 

Yes, but what will the learners learn? Will it be someting entirely new or simply consolidation of existing knowledge – in which case, will the improvement be perceptible? Will all the learners learn the same thing, and at the same pace? And what does ‘learn’ mean here? Is this conscious or unconscious learning? Are we talking about the acquisition of inert, declarative knowledge, or is this knowledge available to be proceduralised, and, if so, how can such proceduralization be realistically achieved in the space of a 45-minute lesson? And how, in the end, do you measure it?  How do we know when someone has learned something? And so on and so on.

The concept of aims seems to be based on the fallacy that language learning is the incremental accumulation of discrete-items of linguistic knowledge. But, as Diane Larsen-Freeman (1997) reminds us, “learning linguistic items is not a linear process – learners do not master one item and then move on to another. In fact, the learning curve for a single item is not linear either. The curve is filled with peaks and valleys, progress and backslidings” (p. 18).

Not only that, the classroom – being essentially a social organism –  is a complex dynamic system, where small effects may have unintended consequences, and where major interventions may produce only trivial results. As Dick Allwright (2005) points out “What learners get from a lesson is not predictable merely from what is taught in that lesson and certainly not just from the teaching points covered… We cannot now sensibly measure the overall success of a lesson simply in terms of the percentage of teaching points successfully learned because the learners may have learned little from the teaching points and a lot from everything else that happened in the lesson” (p 12).

Hence, it might be better to start with the assumption that learning cannot be programmed, in any deliberate sense, and that, as Leo van Lier puts it “it might be a good idea to design … lessons as if they formed a small organic culture (or an ecosystem) in themselves, where participants strive to combine the expected and the unexpected, the known and the new, the planned and the improvised, in harmonious ways” (van Lier 1996, p. 200).

What advice should we give trainee teachers, then? Allwright suggests that we should not abandon the idea of planning, but that we should replace the notion of ‘teaching points’ with that of ‘learning opportunities’: “I see planning as crucial to language teaching and learning,  but planning for richness of opportunity and especially for understanding,  not planning to determine highly specific learning outcomes” (op.cit, p. 10). That is, rather than defining the aims in terms of pre-specified outcomes (typically grammar McNuggets), trainees should be encouraged to think in terms of the desired learning opportunities, or what van Lier calls ‘affordances’.

Moreover, evidence from research into expert teachers’ planning decisions suggests that effective teachers seldom start their planning processes with a clear conception of an ultimate aim. Rather, they start with a somewhat fuzzy notion of what will feel right, for this class, at this stage of their learning, at this time of day, and given such-and-such contextual factors – what I call ‘fit’.  I now tell my trainees to try and esatablish a ‘fit’ for their lesson, and work from there, while at the same time incorporating plenty of elasticity into the design. And I tell them to be prepared to adapt or even abandon their plan in light of the response of the learners.

A coursebook

Such an approach, of course, sits uncomfortably with the ‘teaching point’ culture imposed by coursebooks. But coursebooks (mercifully) consist of more than simply a syllabus of teaching points. They include topics, tasks and texts – all of which, with only a little ingenuity, can be usefully detached from the teaching point that might originally have motivated them. If trainees can be encouraged to see the ‘affordance potential’ of coursebook tasks, for example, they may be some way towards designing lessons that maximise learning opportunities, even within a coursebook-driven paradigm.

In the end, as the man said, we cannot cause learning; we can only provide the conditions in which it may occur. And maybe, therefore, we should learn not to fear unpredictability, even to celebrate it. As Stenhouse put it, a long time ago now, “Education as the induction into knowledge is successful to the extent that it makes the behavioural outcomes of the students unpredictable” (1975, pp. 82-3).

References:

Allwright, R. 2005. From teaching points to learning opportunities and beyond. TESOL Quarterly, 39, 9-32.

Larsen-Freeman, D. 1997. Chaos/Complexity science and second language acquisition. Applied Linguistics 18.

Stenhouse, L. 1975.  An introduction to curriculum research and development. London: Heinemann.

Van Lier, L. 1996. Interaction in the language curriculum: awareness, autonomy and authenticity. London: Longman.

Watkins, P. 2005. Learning to Teach English: A practical introduction for new teachers. Addlestone: Delta Publishing