Deliberate Dumbing Down of America Public Education

A–134 in exchange for a common value system within their workgroup.

Quality training and educational manuals state that once workers adapt to a new method of thinking, the workgroup can efficiently function as a team. Individual performance is never rewarded or encouraged. All problems in the workplace can be settled by a predetermined “Problem-Solving Process.” No problem can be solved by an individual; the praise that an individual receives from solving a problem could detract from the accomplishments of a workgroup and possibly cause hurt feelings. Therefore, all the workers of a group must meet and utilize the Problem Solving Model before coming to a solution. This model systematically takes the group through a serendipity or encounter group session where methods of free discussion called “freewheeling,” “round robin,” “slip sheet” and “brainstorming” are utilized. A sense of security and openness is established through a facilitator. The facilitator sets the ground rules of the session. Ground rules typically include the following directions: no criticizing, no shutting out, all ideas must be recorded, all ideas must be evaluated, no preconceived solutions are allowed to be brought to the meeting. A solution must have group consensus before it is implemented. All solutions are tracked and monitored for effectiveness. By utilizing the Problem-Solving Process, TQM experts ensure that the employee and their team will be able to find ways to solve problems on an employee level, eliminating costly management input. Creating a Kaizen Culture TQM labels this employee level of problem solving as “empowerment.” These employees are to then become a “world class” workgroup, able to compete within a “global” economy. This global economy is described as a workplace where a state of continuous quality occurs. This state causes change at a very rapid pace and only companies with employees highly trained in problem solving and TQM processes can survive. This state is called Kaizen , the Japanese word used for describing a state of continual changing where one can always adapt without hesitation or question. Reaching this level takes hours of employee group training sessions. Therefore, TQM is described as an “evolution to bring about a revolutionary process.” Quality experts state that it takes up to ten years for a company and its employees to reach Kaizen . Therefore, TQM-based companies are looking for employees that are already “globally trained.” If a TQM company could hire these Kaizen level employees, millions of dollars can be saved in training and more management positions could be eliminated, thus increasing profits greatly. If a student has been prepared in the “process,” one can see how a recent graduate of School-to-Work will be met with open arms within the corporate world. The STWOA states that all students will be adept in TQM techniques of problem solving and associated behaviors. In addition to Cognitive Skills, all students will be tested to determine Affective Skills such as self-esteem, ability to relate to others, diversity, and appreciation for other cultures. The STWOA states that student skills will be assessed and described according to the Jobs Program Training Act (JPTA). JPTA standards are found in the federal skills catalog called Skills and Tasks for Jobs: A SCANS Report for America 2000 published by the Secretary’s Commission on Achieving Necessary Skills (SCANS) of the U.S. Department of Labor. As in Total Quality Management, A facilitator can develop, in a group which meets intensively, a psychological climate of safety in which freedom of expression and reduction of defensiveness gradually occur.” 4