People, politics, and variable funding all contribute to the complexity of the program planning process for continuing education. In this book, Cervero and Wilson articulate a theory of program planning as a social?rather than scientific?process. In so doing, they open up dialogue in an area where debate is badly needed?Must reading for practitioners and professors of adult and continuing education.
?Von Pittman, associate dean, Division of Continuing Education, University of Iowa
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RONALD M. CERVERO is professor in the Department of Adult Education at the University of Georgia. His book Effective Continuing Education for Professionals (Jossey-Bass, 1988) received both the Cyril O. Houle World Award for Literature in Adult Education and the Frandson Award for Literature in the Field of Adult Education. ARTHUR L. WILSON is assistant professor of adult and community education in the Department of Educational Leadership at Ball State University. He is a consulting editor for Adult Education Quarterly and Adult Basic Education.
This book goes beyond the standard focus on the technical skills of "how to" and explains the key challenges of planning in the real world of conflicting interests and power relations. Ronald M. Cervero and Arthur L. Wilson reveal planning as a social activity and show that successful planners must be sensitive to the complexities of actual planning practice. They also show how political knowledge and negotiating skill, coupled with an ethical vision, are essential to responsible planning for the education of adults.
This book goes beyond the standard focus on the technical skills of "how to" and explains the key challenges of planning in the real world of conflicting interests and power relations. Ronald M. Cervero and Arthur L. Wilson reveal planning as a social activity and show that successful planners must be sensitive to the complexities of actual planning practice. They also show how political knowledge and negotiating skill, coupled with an ethical vision, are essential to responsible planning for the education of adults. In detailed case examples drawn from different types of organizational settings including corporations, institutions, and community organizations the authors illustrate how all educational programs are ultimately constructed through the negotiation of interests among key stakeholders. They explore the ways in which program planners can anticipate how the existing power relations are likely to support or constrain a democratic planning process and then respond in ways to foster such a process. Throughout the book, the authors reinforce an essential truth: theories do not plan programs people do.
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