01.01.2015 Views

All About Mentoring Spring 2011 - SUNY Empire State College

All About Mentoring Spring 2011 - SUNY Empire State College

All About Mentoring Spring 2011 - SUNY Empire State College

SHOW MORE
SHOW LESS

Create successful ePaper yourself

Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.

65<br />

Found Things:<br />

<strong>Empire</strong> <strong>State</strong> <strong>College</strong> Objectives<br />

In 1973, <strong>Empire</strong> <strong>State</strong> <strong>College</strong> published its<br />

third “bulletin.” (Even now, it’s been less<br />

than a decade since the college created its<br />

first “catalog.”) Like the first bulletin (1971-<br />

1972), the overall spirit of this 104-page,<br />

5 ½ x 7 ½ inch document is captured in<br />

the description of the “objectives, processes<br />

and academic offerings” of the college.<br />

Particularly telling is the section, “<strong>Empire</strong><br />

<strong>State</strong> <strong>College</strong> Objectives,” included here.<br />

Written by the college’s founding academic<br />

vice president, Arthur Chickering, these<br />

“objectives” offer a glimpse of the ways in<br />

which the college sought to communicate<br />

its core values about knowledge and<br />

“personal development.”<br />

Thanks, as always, to our college historian,<br />

Richard Bonnabeau, for assistance in this<br />

archival work, and to Arthur Chickering<br />

for his help in our efforts to search out<br />

the document’s author. Readers might be<br />

interested in comparing the language and<br />

the ideas in this document with Chickering’s<br />

summer 2010 publication, “Our Purposes:<br />

Personal Reflections on Character<br />

Development and Social Responsibility<br />

in Higher Education” (Liberal Education,<br />

96 [3].)<br />

Educational effectiveness is enhanced<br />

when the objectives and their<br />

relationships to the institutional<br />

policies and practices are spelled out. The<br />

chance of generating contradictory forces<br />

which cancel one another is then minimized.<br />

When an educational institution believes<br />

in its objectives, it sets into motion forces<br />

which affect everyone associated with it.<br />

Students must weigh their own purposes<br />

and values against those of the institution.<br />

They then must determine whether there<br />

is sufficient agreement between the two to<br />

warrant committing their time and energy<br />

to the institution. Clearly stated objectives<br />

make this determination possible.<br />

For these reasons, we take time to be as<br />

clear as we can about the educational<br />

objectives embedded within the admissions<br />

process, the Learning Contracts, the<br />

educational resources and special programs,<br />

and the academic procedures and standards.<br />

What are our objectives Think of<br />

a pyramid. At its apex are simple<br />

communication and reading skills. These<br />

skills are supported by several major<br />

blocks of intellectual competence, which<br />

rests on six major dimensions of personal<br />

development. Though they are described<br />

sequentially and range from the simple and<br />

concrete to the abstract and complex, when<br />

a man or a woman enters the <strong>Empire</strong> <strong>State</strong><br />

program, all three levels of objectives are<br />

met at once.<br />

<strong>Empire</strong> <strong>State</strong>’s program places a premium on<br />

oral and written communication, including<br />

effective reading ability.<br />

When a prospective student visits a<br />

Learning Center, he needs to be able to<br />

read the materials available there and to<br />

talk with others about his interests and<br />

what the Center offers. To complete the<br />

Admissions Prospectus, he must write<br />

answers to difficult questions. Planning,<br />

implementing, and evaluating Contracts<br />

and Programs of Study calls for continual<br />

oral and written exchanges between<br />

student and Mentor. Most Contracts<br />

require substantial reading and written<br />

reports.<br />

<strong>Empire</strong> <strong>State</strong>’s program requires several<br />

major aspects of intellectual competence:<br />

knowledge, comprehension, analysis,<br />

evaluation, synthesis and application.<br />

Knowledge involves more than recalling<br />

specific bits of information, i.e., terminology,<br />

dates and facts. It includes knowledge<br />

of conventions, trends and sequences,<br />

classifications and categories, and major<br />

theories or generalizations which are<br />

appropriate in a given field. It also includes<br />

knowledge of the methods of inquiry and<br />

The Bulletin<br />

of the criteria by which facts, principles, or<br />

opinions are judged. Knowledge is acquired<br />

through memorization and direct experience,<br />

and is reinforced by use.<br />

Donald Wentworth and Dolores Guion<br />

were granted advanced standing in<br />

part because they had acquired such<br />

knowledge through education and prior<br />

work experience … Emma Schmidt’s<br />

knowledge of philosophy and group<br />

dynamics will grow as she reads Spinoza,<br />

Bales, and others, just as Bob Lenard’s<br />

knowledge of Greek culture will expand<br />

as he reads The Iliad.<br />

Comprehension converts information<br />

acquired through memorization into<br />

working knowledge. It is evident when<br />

people can translate information from<br />

one form or another, can express it in<br />

their own words, in mathematical terms,<br />

in artistic products or literary metaphors.<br />

Comprehension is indicated by the power to<br />

interpret and extrapolate ideas, and when<br />

the consequences are consistent with the<br />

information given.<br />

suny empire state college • all about mentoring • issue 39 • spring <strong>2011</strong>

Hooray! Your file is uploaded and ready to be published.

Saved successfully!

Ooh no, something went wrong!